Effects of simplicity and discipline on operational flexibility: An empirical reexamination of the rigid flexibility model

Abstract

This study empirically tests the rigid flexibility model proposed by Collins and Schmenner [Collins, R.S., Schmenner, R.W., 1993. Achieving rigid flexibility: factory focus for the 1990s. European Management Journal 11 (4), [443][444][445][446][447]. It investigates relationships between flexibility performance and adoption of simplicity and discipline programs in manufacturing. The research replicates the study by Collins et al. [Collins, R.S., Cordon, C., Julien, D., 1998. An empirical test of the rigid flexibility model. Journal of Operations Management 16 (2-3), 133-146] with some modifications, including the use of a broader international database, the assessment of both technology and organizational programs, and the testing of the moderating role of dedicated line layout on the relationships between simplicity, discipline and flexibility. Analysis of data from 285 manufacturers of fabricated metal products, machinery, and equipment from 14 countries indicates that simplicity and discipline related positively to performance in product customization, volume flexibility, mix flexibility, and time to market, and that some of these relationships were more positive in high volume processes than in low volume processes. The results provide empirical validation to the rigid flexibility model in an international manufacturing context. #

A process for managing manufacturing flexibility

“…The achievement of a sound foundation for future change will enable the management of a business to focus their efforts on how to cope with the scale of the uncertainty of its market demand. This recommendation is fully consistent with the findings of da Silveira (2006) in that the adoption of programmes such as lean manufacturing (which he finds positively correlated with enhanced flexibility) will promote stability of the manufacturing process. Key performance indicators have been proposed for gauging the current flexibility of operations within a factory and this will aid the identification of those dimensions of manufacturing flexibility that need improvement.…”

A contingency theoretical perspective to the product‐process matrix

“…The complexity of the production task can be reduced by developing products that simply comprise fewer parts (Closs et al, 2008;Fixson, 2005). Alternatively, a manufacturer can choose to outsource some of its value-adding activities and thus decrease the level of detail needed to manage its raw materials (da Silveira, 2006). Although outsourcing can increase the complexity of purchasing, it simplifies the production process by reducing the variety of internal activities (Kotha and Orne, 1989;Novak and Eppinger, 2001).…”

Zero-sum and frontier trade-offs: an investigation on compromises and compatibilities amongst manufacturing capabilities

“…(Ferdows and de Meyer, 1990;Miller, 1990, 1992;Noble, 1995;Schroeder et al, 1996;Mapes et al, 1997;Morita and Flynn, 1997;Szwejczewski et al, 1997;Fillipini et al, 1998;Collins et al, 1998;Flynn et al, 1999;Fynes at al, 2000;Mapes et al, 2000;Safizadeh et al, 2000;Dostaler, 2000Dostaler, , 2001; da Corbett and Whybark, 2001;Corbett and Claridge, 2002;Stratton and Warburton, 2003;Lapre and Scudder, 2004;Rosenzweig and Roth, 2004;Flynn and Flynn, 2004;Narasimhan et al, 2005;Fynes et al, 2005;da Silveira, 2005;da Silveira, 2006;Grobler and Grubner, 2006;Squire et al, 2006;Swink et al, 2006;Stratton and Warburton, 2006;Sarmiento et al, 2007;Antonio et al, 2007;Sarmiento et al, 2009). …”