The strategic implications of flexibility in manufacturing systems

Q1 Multidisciplinary

International Journal of Agile Systems and Management Pub Date : 2000-12-01 DOI:10.1108/14654650010356112

R. Narain, R. Yadav, Joseph Sarkis, James J. Cordeiro

引用次数: 110

Abstract

Flexibility in manufacturing has aroused considerable interest among researchers and professionals. However, the vast body of literature on flexibility does not adequately address the kind of flexibility a company needs to meet its strategic objectives, nor how this flexibility can be achieved. An overview is provided of different types of flexibility, a classification scheme based on the strategic positioning and goals of the firm is provided, and suggestions are made on how these goals may be achieved. The importance of such a classification in the design and investment justification of flexible manufacturing is also discussed.

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制造系统中灵活性的战略含义

制造业的灵活性引起了研究人员和专业人士的极大兴趣。然而，关于灵活性的大量文献并没有充分阐述公司实现其战略目标所需的那种灵活性，也没有说明如何实现这种灵活性。概述了不同类型的灵活性，提供了基于战略定位和公司目标的分类方案，并就如何实现这些目标提出了建议。讨论了这种分类在柔性制造设计和投资论证中的重要性。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Agile Systems and Management Multidisciplinary-Multidisciplinary

CiteScore

2.70

自引率

0.00%

发文量

期刊介绍： The objective of IJASM is to establish an effective channel of communication between academia, industry and persons concerned with the design and development of systems. Change is eternal and perpetual, irrespective of type of system. Systems created in the course of the advance of human civilization need to be functionally and operationally sustainable amid changes in technological, political, socio-economical, financial, cultural and other environmental challenges. IJASM aims to promote and harmonize knowledge developments in the emerging fields of agile systems research, sustainability and vulnerability analysis, risk assessments methodologies, complex systems science, e-organisation and e-supply chain management, with emphasis on the international dimension, particularly breaking cultural barriers, and on national contexts, globalisation and new business practices. As such, we aim to publish papers presenting new research, innovative theoretical approaches, changes in agile management paradigms, and action (both examples of successes and failures as long as there are important lessons to be learned) from leading scholars and practitioners. Papers generally fall into two broad categories: those grounded in theory and/or papers using scientific research methods (e.g., reports of original empirical studies, models, critical reviews of existing empirical research, theory pieces that clearly extend current thinking); and those focusing on innovative agile approaches that are based on well reasoned extensions of existing research, experiential knowledge, or exemplary cases (e.g., thought pieces, case studies, etc).