Project Management Fundamentals Report: Resilience, Agility, and Lean

This report summarizes a research article that investigates the effects of resilience, leanness, and agility on operational performance, primarily within the automotive industry. The study employs a structural model and SEM to analyze survey data from 151 automotive suppliers. The research explores the relationships between these strategies, testing hypotheses about their impact on cost, flexibility, time to recovery, quality, and delivery. The findings suggest that resilience positively affects time to recovery, while leanness positively impacts delivery and flexibility. The study also highlights the independence of agility and resilience. Recommendations include expanding the research to a broader range of industries and larger sample sizes for more accurate results. The report emphasizes the importance of resilience as a managerial tool for improving organizational performance and supply chain processes.

Running Head: PROJECT MANAGEMENT FUNFDAMENTALS
PROJECT MANAGEMENT FUNDAMENTALS
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Author Note

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Introduction
The article has focused on the effect of resilience, leanness and agility on the
operational performance. This has been basically observed in order to understand how these
strategies has contributed towards the operational performance. The literature review on
relation between Resilience, agility and lean has shown that, lean & agile are different. Agile
and resilience are the two strategies that helps the operations system to improve their supply
chain performance and establish a competitive position (Lotfi and Saghiri 2018). These
strategies are used as LAR paradigm and are used as different managerial approaches for
managing the supply chain process.
Research procedure
Research has been done using primary data collection method. The article has drawn
a structural model in order to understand the impact of these strategy in operational
performance. Hypothesis was measured using SEM model. For this, data has been collected
by conducting a survey from 151 automotive suppliers. These strategies are measured in
terms of cost, flexibility, time to recovery, quality and delivery and then it is tested using
SPSS 19 software and AMOS 19. The first hypothesis taken in the study is; Agility brings
resilience. Second hypothesis taken is; high level of resilience will decrease cost, improve
flexibility, improve delivery performance and decrease the time of recovery. Third hypothesis
is; high level of leanness will minimise cost, improve the flexibility, improve delivery and
worse the time to recovery performance. After testing the results, it has been found that, high
level if resilience will build a better cost control, delivery and better time to recovery. But,
resilience donot have any impact on the operational performance. The research hypothesis
described that, agility and resilience are independent factors are accepted from the study. This
means that, agility is not depends on resilience (Lotfi and Saghiri 2018). Scientist have
claimed that, resilience is an important strategy that can be used as a useful as managerial

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tool. Hence, it can help in improving the organisational performance. The research has shown
a resilience has a positive impact on time to recovery of the performance. It helps the supply
chain process to recover in a shorter period of time without any disruptions. But, it is not
consistent with cost of operations, flexibility, delivery and quality. From the research, it is
found that, leanness has a positive effect on the delivery and flexibility of the operational
performance (Lotfi and Saghiri 2018). The article has rejected the hypothesis that stated that
leanness has a worse effect on recovery of performance, but it has been also found that,
leanness strategy actually has a positive effect on the time to recovery of the operational
performance.
Recommendations
The study has considered on small part of industry and it may vary in case of wider
range of industries. The qualitative research on larger industries may be different and the
result may change. Research could have been done on taking more larger sample size to get
an accurate result.

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Bibliography
Lotfi, M. and Saghiri, S., 2018. Disentangling resilience, agility and leanness. Journal of
Manufacturing Technology Management, 29(1), pp.168-197.