Measuring manufacturing flexibility: An empirical investigation

Dixon, Jack

doi:10.1016/0377-2217(92)90088-q

Cited by 112 publications

(7 citation statements)

References 8 publications

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“…The earlier conceptualisation of flexibility was limited to manufacturing and viewed as organisations' ability to change and react to uncertainty such as equipment breakdowns, varying task times, queueing delays and re-workings (Sethi and Sethi, 1990; Robb Dixon, 1992; Gupta and Goyal, 1989). However, the supply chain extends the manufacturer's value delivery process by involving suppliers and downstream channel members.…”

Section: Background and Theoretical Supportmentioning

confidence: 99%

The conceptual framework on integrated flexibility: an evolution to data-driven supply chain management

Khanuja

Jain

2021

TQM

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PurposeThis paper aims to establish a relationship between supply chain integration (SCI) and supply chain flexibility (SCF) to develop a two-dimensional approach, i.e. integrated flexibility.Design/methodology/approachBuilding on a relational view and dynamic capability theory, this paper argues that integrated flexibility is the strategy that enables organisations to achieve different positions and states to create distinctive capability. The article has proposed the conceptual framework that connects different supply chain strategies and practices to improve supply chain performance (SCP) considering the cross-disciplinary approach.FindingsThe conceptual framework around the new perspective, i.e. integrated flexibility, is built to deal with issues related to operations management. The paper suggests examining the mediating effect of SCF between SCI and SCP and the moderating role of knowledge management (KM), data analytics (DA) and quality management (QM) practices on their relationship. Moreover, research direction in terms of propositions and implications are developed to showcase how underlying practices streamline the supply chain and lead to superior SCP.Practical implicationsThe proposed framework discusses the degree of integration and flexibility levels to guide practitioners in designing a supply chain strategy with their partners and answering how much resources need to be extended to achieve flexible operations and realise SCP.Originality/valueAuthors have developed an entirely new integrated flexibility concept that provides a base to sustain in the competitive market. The foundation of integrated flexibility is built on relational view and dynamic capability theory and supported by DA, QM and KM.

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Section: Background and Theoretical Supportmentioning

confidence: 99%

The conceptual framework on integrated flexibility: an evolution to data-driven supply chain management

Khanuja

Jain

2021

TQM

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“…, 2002). Flexibility is a complex, multidimensional concept which was introduced for the manufacturing sector to evaluate how firms could adopt environmental variations and changes in their manufacturing processes, such as equipment breakdowns, variable task times, queuing delays and reworkings (Gupta and Goyal, 1989; Sethi and Sethi, 1990; Dixon, 1992; Hallgren and Olhager, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The competitive environment of the manufacturing industry has seen a major transformation in the last decades, from the relative stability high volume long product life cycle, to today's intense global competition with low volume shorter product life cycles (Barnes-Schuster et al, 2002). Flexibility is a complex, multidimensional concept which was introduced for the manufacturing sector to evaluate how firms could adopt environmental variations and changes in their manufacturing processes, such as equipment breakdowns, variable task times, queuing delays and reworkings (Gupta and Goyal, 1989;Sethi and Sethi, 1990;Dixon, 1992;Hallgren and Olhager, 2009).…”

Section: Relation Between Tpm Practices and Op(s)mentioning

confidence: 99%

Relationship between TPM practices and operational performance in soft drinks manufacturing industry

Singh

Awoke

2023

JQME

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PurposeThe purpose of this paper is to investigate the relationship between total productive maintenance (TPM) practices and operational performance (OP) in soft drinks manufacturing industry, Ethiopia.Design/methodology/approachIn this study acceptability and implementation of five TPM practices (i.e., dependent factors: autonomous maintenance (AUT); safety, health and environment (SHE); education and training (EDT); focused improvement; and planned maintenance (PLM)) in soft drinks manufacturing industry have been elaborated to ascertain the benefits accrued as a result of successful TPM practices (i.e., independent variables) on OP (i.e., dependent variables). A self-administered survey seven-point Likert scale questionnaire was used for primary data collection. By using simple random sampling technique a total of 100 useable responses resulted in a 66.66 per cent response rate. Descriptive (mean, standard deviation) and inferential statistics (factor analysis, correlation, simple and multiple regression analysis) analysis were performed using Statistical Package for Social Sciences (SPSS) software (version-28) to identify the relationship and effect of TPM practices on OP. Five hypotheses were developed and tested.FindingsResults show that four of the TPM practices were positively and significantly correlated with OP. Aggregate TPM shows positive and significant correlation with OP. Four hypotheses results revealed that the AUT; SHE; EDT and PLM practices have positive and significant relationship with OP and significantly improve OP. The results also show that the TPM practices have positive and significant relationship with OP and significantly improve cost effectiveness, product quality, on-time delivery and volume flexibility.Practical implicationsThe benefits gained by TPM practices in selected soft drinks manufacturing industry have been highlighted, that could be genuine source of motivation to other companies to go in for TPM program. This research contributes to the literature by examining the contingency of various TPM enabling factors in the context of the Ethiopian soft drinks manufacturing sector, and it, therefore, provides direction to increase the success rate of TPM implementation. Study offers academics and practitioners a better understanding of the relationship and effect of the TPM practices on the OPs. Thus, practitioners will be able to make better and more effective decisions about the implementation of TPM practices for better OP results.Originality/valueThe relationship between the five factors TPM practices and OP has not yet been studied or reported in the case of soft drink manufacturing industry. The questionnaire manner and items developed, factor considered in this study, sampling method, deeply statistical data analysis techniques used, soft drink manufacturing industry, developing country like Ethiopia make this study unique and revealed the gap identification in this area. The study has contributed to the TPM literature with a better understanding of the five TPM practices and their association with a soft drink manufacturing industry OP that will provide valuable knowledge to top-management of manufacturing companies, to refine their current TPM practices and subsequently improve OP.

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“…Modification flexibility is the ability to make minor changes to a product's design (Narasimhan et al, 2004, Dixon, 1992 while preserving its functional properties to better respond to the customer's needs. Narasimhan and Das (1999) showed in their study that manufacturing companies that want to reduce the cost of production in a dynamic and rapidly changing market can benefit from modification flexibility to make changes.…”

Section: Introductionmentioning

confidence: 99%

Contribution to Industrial Buyer Behavior Model: An Empirical Research

Aydin

Ungan

2023

MMI

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Today’s businesses experience many uncertainties in their internal operations and environments. Manufacturing flexibility is an excellent response to these uncertainties. Volume, modification, mix, and expansion flexibilities are the manufacturing flexibilities that businesses look for when they select their suppliers. In parallel, these flexibilities are often used as a supplier selection criterion in the literature. The supplier selection decision is a strategic issue for today’s businesses as a typical company is highly dependent on its suppliers to procure raw materials and parts. Sound supplier selection decision leads to competitive advantage because it is related to a positive relationship between buyer and supplier and reciprocal improvement of performance and trust between both parties. However, a literature review for this study showed a need for more empirical work on the relationship among types of flexibilities, supplier selection, performance improvement, long-term relationships, and trust. In order to fill the gap in this area, data was collected from 148 automotive companies operating in Turkey. For the data collection, the automotive industry was chosen as it is subjected to more uncertainties due to its connections to many other industries. The data were then analyzed using the structural equation model. The results showed a significant positive relationship between types of manufacturing flexibility and supplier selection. Also, positive relationships were found among supplier selection, performance, long-term relationships, and trust. Mediation and indirect effect analysis were also conducted. Long-term relationships and performance fully mediated the relationship between supplier selection and trust. An indirect relationship between supplier selection and trust was also found. The study results are expected to contribute to Sheth’s buyer-behavior model by introducing manufacturing flexibility, long-term relationship, performance, and trust to the model. Also, the study’s findings assist executives in making more informed decisions concerning supplier selection, depending on the level and types of flexibility they demand from their suppliers, performance, long-term relationships, and trust.

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Measuring manufacturing flexibility: An empirical investigation

Cited by 112 publications

References 8 publications

The conceptual framework on integrated flexibility: an evolution to data-driven supply chain management

The conceptual framework on integrated flexibility: an evolution to data-driven supply chain management

Relationship between TPM practices and operational performance in soft drinks manufacturing industry

Contribution to Industrial Buyer Behavior Model: An Empirical Research

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