Flexibility as a Manufacturing Objective

Slack, Nigel

doi:10.1108/eb054696

Cited by 362 publications

(244 citation statements)

References 2 publications

Supporting

Mentioning

219

Contrasting

Unclassified

Order By: Relevance

“…Many different types of flexibility have been proposed, but the use of different names to refer to the same type of flexibility has added some unnecessary confusion. Some of the important contributions in this sub-category are Gerwin (1987), Buzacott (1982), Mandelbaum (1978), Browne (1984), Slack (1983Slack ( , 1988, Kumar and Kumar (1987), and Zelanovic (1982). The second group deals with the relationship between flexibility and performance, and includes a few studies that present data to support their claims.…”

Section: Introduction'mentioning

confidence: 99%

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

Suárez

Cusumano

Fine

1996

Operations Research

250

270

View full text Add to dashboard Cite

This paper begins with a literature review and framework for analyzing different types of flexibility in manufacturing and how plants can implement each type in different ways. Next, we examine some of the propositions in the framework using data from 31 printed circuit-board plants in Europe, Japan, and the United States. Our findings include the following: (1) More automation is associated empirically with less flexibility, as found in other studies. (2) Non-technology factors, such as high involvement of workers in problem-solving activities, close relationships with suppliers, and flexible wage schemes, are associated with greater mix, volume, and new-product flexibility. (3) Component reusability is significantly correlated with mix and new-product flexibility. (4) Achieving high mix or new-product flexibility does not seem to involve a cost or quality penalty. (5) Mix and newproduct flexibility are mutually reinforcing and tend to be supported by similar factors.(6) Mix flexibility may reduce volume fluctuations, which may theoretically reduce the need for volume flexibility. Based on our analysis and findings, we then suggest several new strategic insights related to the management of flexibility and some potentially fruitful areas for further theoretical and empirical research.

show abstract

Section: Introduction'mentioning

confidence: 99%

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

Suárez

Cusumano

Fine

1996

Operations Research

250

270

View full text Add to dashboard Cite

show abstract

“…Of the different types of flexibility (Slack, 1983), delivery flexibility appears to be most influenced by the way materials handling is organised (e.g. the location of the activities and position of the CODP).…”

Section: Flexibilitymentioning

confidence: 99%

“…the location of the activities and position of the CODP). The reason is that the delivery flexibility refers to the ability of the system to shorten or lengthen its delivery lead time (Slack, 1983). If the supplier base is located across a wide area (e.g.…”

Section: Flexibilitymentioning

confidence: 99%

“…Stock et al (2000) did not appear to differentiate between types of flexibility, but in this article some differentiation will be necessary. Slack (1983) identified five different types of manufacturing system flexibility; new product flexibility, product mix flexibility, quality flexibility, volume flexibility and delivery flexibility.…”

Section: Assessing Options For Outsourcing Materials Handlingmentioning

confidence: 99%

See 1 more Smart Citation

A conceptual framework for outsourcing of materials handling activities in automotive: differentiation and implementation

Klingenberg

Boksma

2009

International Journal of Production Research

View full text Add to dashboard Cite

“…For manufacturing strategy, the predominant references are to the work of Terry Hill [14]. Concerning manufacturing and the subject of flexibility, we are influenced by many authors [4,7,8,10,15].…”

Section: Frame Of Referencementioning

confidence: 99%

Making manufacturing flexibility operational – part 1: a framework

Nilsson¹,

Nordahl²

1995

Integrated Mfg Systems

View full text Add to dashboard Cite

Develops a framework for manufacturing flexibility which illustrates how to obtain consistency from manufacturing strategy to the resource characteristics in the production system. Provides guidance on how to analyse and develop manufacturing flexibility in a corporate decision‐making context. Uses the well‐known input‐transformation‐output (ITO) model as a starting point for building the frame‐work. Makes a clear distinction between internal and external factors impinging on the company, connecting the market demand for flexibility, the characteristics of the production system and the flexibility of the suppliers. Pursues the connection from the strategic level to the individual resource characteristics in the production system.

show abstract

Flexibility as a Manufacturing Objective

Cited by 362 publications

References 2 publications

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

An Empirical Study of Manufacturing Flexibility in Printed Circuit Board Assembly

A conceptual framework for outsourcing of materials handling activities in automotive: differentiation and implementation

Making manufacturing flexibility operational – part 1: a framework

Contact Info

Product

Resources

About