A process for managing manufacturing flexibility

Abstract

Purpose -The purpose of this paper is to develop and test a procedure to enable organizations to establish a competitive capability to manufacture flexibly. Design/methodology/approach -A survey of manufacturing businesses and two case studies in separate plants of an international manufacturing company led to the design of a process to improve manufacturing flexibility. The proposed process was subsequently tested and refined in workshops and interviews in additional collaborating companies. Findings -Insight gained from the combination of case study and survey research has identified key steps in a process to improve manufacturing flexibility, which have not been emphasised previously. In addition a framework is proposed which matches operational capabilities with desired dimensions of flexibility; mix and/or volume. Research limitations/implications -Further trials of the proposed process in a range of manufacturing operations are required to establish its robustness and generic value. Originality/value -A new conceptual framework has been developed to improve manufacturing flexibility. The results of an initial trial of this framework are reported.

A capability approach to evaluate supply chain flexibility

“…Up to now, the flexibility of manufacturing systems has been extensively discussed in the scientific literature (see, e.g., Oke, 2013;Esturilho & Estorilio, 2010;Cousens et al, 2009;Chang et al, 2003;Olhager & West, 2002;Das, 2001;Beach et al, 2000;D'Souza & Williams, 2000;Olhager, 1993). In addition, the literature features many proposed methods of measuring and evaluating flexibility in manufacturing (see, e.g., Seebacher & Winkler, 2014;Winkler & Seebacher, 2012a;Baykasoglu, 2009;Shuiabi et al, 2005;Wahab, 2005;Parker & Wirth, 1999;Benjaafar & Ramakrishnan, 1996;Chryssolouris, 1996;Chryssolouris & Lee, 1992;Kumar, 1987).…”

The Influence of Tactical Flexibilities on the Competitive Advantage of a Firm: An Empirical Study on Jordanian Industrial Companies

“…This notion is supported by Tachizawa and Gimenez (2010) who consider supply flexibility to be the ability of the purchasing function to respond in a timely and cost effective manner to the changing requirements of purchased components in terms of volume, mix and delivery date. These components address the relationship between flexibility dimensions and competitive advantage (Cousens, et al, 2009). …”

Desdobramento da flexibilidade da manufatura em função da demanda do consumidor e da estratégia da empresa

“…Cousens et al (2009) desenvolveram e testaram um procedimento para que as organizações estabelecessem uma capacidade competitiva para a fabricação de forma flexível. Eles propuseram um quadro com recursos operacionais para atuar em duas dimensões da flexibilidade: no mix (tipos de produtos) e no volume de produtos.…”