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Making manufacturing flexibility operational – part 2 distinctions and an example

Making manufacturing flexibility operational – part 2 distinctions and an example Structures the concept of flexibility by making clear distinctions in three generic dimensions, describes the use of the framework for manufacturing flexibility by working through a concrete example. The framework was presented in “Making manufacturing flexibility operational – part 1: a framework”, IMS , Vol. 6 No. 2. Makes distinctions between the concept of flexibility in the three generic dimensions: utilized flexibility versus potential flexibility, external flexibility versus internal flexibility, and requested flexibility versus replied flexibility. The framework makes a clear distinction between the internal and the external factors impinging on the company, and brings together the market demand for flexibility, the characteristics of the production system, and the flexibility of the suppliers. Furthermore, pursues the connection from the strategic level to the single resource characteristics in the production system. Using the framework as a systematization for handling flexibility related issues in companies, can be especially useful for managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Integrated Manufacturing Systems Emerald Publishing

Making manufacturing flexibility operational – part 2 distinctions and an example

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Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0957-6061
DOI
10.1108/09576069510082084
Publisher site
See Article on Publisher Site

Abstract

Structures the concept of flexibility by making clear distinctions in three generic dimensions, describes the use of the framework for manufacturing flexibility by working through a concrete example. The framework was presented in “Making manufacturing flexibility operational – part 1: a framework”, IMS , Vol. 6 No. 2. Makes distinctions between the concept of flexibility in the three generic dimensions: utilized flexibility versus potential flexibility, external flexibility versus internal flexibility, and requested flexibility versus replied flexibility. The framework makes a clear distinction between the internal and the external factors impinging on the company, and brings together the market demand for flexibility, the characteristics of the production system, and the flexibility of the suppliers. Furthermore, pursues the connection from the strategic level to the single resource characteristics in the production system. Using the framework as a systematization for handling flexibility related issues in companies, can be especially useful for managers.

Journal

Integrated Manufacturing SystemsEmerald Publishing

Published: Apr 1, 1995

Keywords: Flexibility; Manufacturing strategy; Production management

References