Manufacturing flexibility and performance: Bridging the gap between theory and practice

International Journal of Flexible Manufacturing Systems

Volumn 19, Issue 4, 2007, Pages 334-357

  De Treville, Suzanne ^a   Bendahan, Samuel ^a   Vanderhaeghe, Annelies ^b  

^a UNIVERSITY OF LAUSANNE   (Switzerland)

^b Picanol NV   (Belgium)

Author keywords

Environmental scanning and interpretation; Evidence based Practice; Iterative triangulation methodology; Manufacturing flexibility

Indexed keywords

INDUSTRIAL MANAGEMENT; ITERATIVE METHODS; MATHEMATICAL MODELS; TEACHING;

ENVIRONMENTAL SCANNING; EVIDENCE-BASED PRACTICE; ITERATIVE TRIANGULATION METHODOLOGY; MANUFACTURING FLEXIBILITY;

PRODUCTION ENGINEERING;

EID: 44649106588     PISSN: 09206299     EISSN: None     Source Type: Journal    
DOI: 10.1007/s10696-008-9040-1     Document Type: Article

References (63)

1. Adler PS, Goldoftas B, Levine DI (1999) Flexibility versus efficiency? a case study of model changeovers in the Toyota production system. Organ Sci 10(1):43-68
2. Amundson SD (1998) Relationships between theory-driven empirical research in operations management and other disciplines. J Oper Manage 16(4):341-359
3. Avittathur B, Swamidass P (2007) Matching plant flexibility and supplier flexibility: lessons from small suppliers of US manufacturing plants in India. J Oper Manage 25(3):717-735
4. Browne J, Dubois D, Rathmill K, Sethi SP, Stecke KE (1984) Classification of flexible manufacturing systems. FMS Magaz 2(2):114-117
5. Cascio WF (2007) Evidence-based management and the marketplace for ideas. Acad Manage J 50(5):1009-1012
6. Chang SC, Yang CL, Cheng HC, Sheu C (2003) Manufacturing flexibility and business strategy: an empirical study of small and medium sized firms. Int J Prod Econ 83(1):13-26
7. Cohen DJ (2007) The very separate worlds of academic and practitioner publications in human resource management: reasons for the divide and concrete solutions for bridging the gap. Acad Manage J 50(5):1013-1019
8. Collins RS, Cordon C, Julien D (1998) An empirical test of the rigid flexibility model. J Oper Manage 16(2-3):133-146
9. da Silveira GJC (2006) Effects of simplicity and discipline on operational flexibility: an empirical reexamination of the rigid flexibility model. J Oper Manage 24(6):932-947
10. Daft RL, Weick KE (1984) Toward a model of organizations as interpretation systems. Acad Manage Rev 9(2):284-295
11. De Groote X (1994) The flexibility of production processes: a general framework. Manage Sci 40(7):933-945
12. de Treville S, Antonakis J (2006) Can lean production be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues. J Oper Manage 24(2):99-123
13. de Treville S, Shapiro RD, Hameri A (2004) From supply chain to demand chain: the role of lead time reduction in improving demand chain performance. J Oper Manage 21(6):613-627
14. de Treville S, Antonakis J, Edelson NM (2005) Can standard operating procedures be motivating? Reconciling process variability issues and behavioral outcomes. Total Qual Manage Bus Process 16(2):231-241
15. Edelson NM, Bennett CL (1998) Process discipline: how to maximize profitability and quality through manufacturing consistency. Quality Resources, New York
16. Eisenhardt KM (1989) Building theories from case study research. Acad Manage Rev 14(4):532-550
17. Fine CH, Freund RM (1990) Optimal investment in product-flexible manufacturing capacity. Manage Sci 36(4):449-466
18. Gerwin D (1993) Manufacturing flexibility: a strategic perspective. Manage Sci 39(4):395-410
19. Graves SC (1988) Safety stocks in manufacturing systems. J Manuf Oper Manage 1(1):67-101
20. Handfield R (1993) A resource dependence perspective of Just-in-Time purchasing. J Oper Manage 11(3):289-311
21. Hauser JR, Clausing D (1988) The house of quality. Harvard Bus Rev 66(3):63-73
22. Hayes RH, Wheelwright SC (1984) Restoring our competitive edge: competing through manufacturing. Wiley, New York
23. Jack EP, Raturi A (2002) Sources of volume flexibility and their impact on performance. J Oper Manage 20(5):519-548
24. Jaikumar R (1986) Postindustrial manufacturing. Harvard Bus Rev 64(6):69-76
25. Jones N (1997) Industrie Pininfarina: the new customer decision. Ivey Publishing, London
26. Jordan WC, Graves SC (1995) Principles on the benefits of manufacturing process flexibility. Manage Sci 41(4):577-594
27. Ketchen DJ, Hult GTM (2006) Bridging organization theory and supply chain management: the case of best value supply chains. J Oper Manage 25(2):573-580
28. Khazanchi S, Lewis MW, Boyer KK (2007) Innovation-supportive culture: the impact of organizational values on process innovation. J Oper Manage 25(4):871-884
29. Koste LK, Malhotra MK (1999) A theoretical framework for analyzing the dimensions of manufacturing flexibility. J Oper Manage 18(1):75-93
30. Koste LL, Malhotra MK, Sharma S (2004) Measuring dimensions of manufacturing flexibility. J Oper Manage 22(2):171-196
31. Lewis MW (1998) Iterative triangulation: a theory development process using existing case studies. J Oper Manage 16(4):445-469
32. Linderman K, Schroeder RG, Zaheer S, Choo AS (2003) Six sigma: a goal-theoretic perspective. J Oper Manage 21:193-203
33. McAfee A, Dessain V, Sjöman A (2004/2007) "Zara: IT for Fast Fashion" Harvard Business School case 9-604-081. Harvard Business School Publishing, Cambridge
34. McCreery JK, Krajewski LJ, Leong GK, Ward PT (2004) Performance implications of assembly work teams. J Oper Manage 22(4):387-412
35. McKay K, Pinedo M, Webster S (2002) Practice-focused research issues for scheduling systems. Prod Oper Manage 11(2):249-258
36. Melnyk SA, Handfield RB (1998) May you live in interesting times: the emergence of theory-driven empirical research. J Oper Manage 16(4):311-319
37. Narasimhan R, Talluri S, Das A (2004) Exploring flexibility and execution competencies of manufacturing firms. J Oper Manage 22(1):91-106
38. Olhager J, West BM (2002) The house of flexibility: using the QFD approach to deploy manufacturing flexibility. Int J Oper Prod Manage 22(1):50-79
39. Pagell M, Krause DR (1999) A multiple-method study of environmental uncertainty and manufacturing flexibility. J Oper Manage 17(3):307-325
40. Pagell M, Krause DR (2004) Re-exploring the relationship between flexibility and the external environment. J Oper Manage 21(6):629-649
41. Pisano G, Rossi S (1994) Eli Lilly and company: the flexible facility decision (1993) Harvard Business School case 9-694-074. Harvard Business School Publishing, Cambridge
42. Raj T, Shankar R, Suhaib M (2007) A review of some issues and identification of some barriers in the implementation of FMS. Int J Flex Manuf Syst 19(1):1-40
43. Rynes SL (2007) Editor's foreword: tackling the "great divide" between research production and dissemination in human resource management. Acad Manage J 50(5):985-986
44. Rynes SL, Bartunek JM, Daft RL (2001) Across the great divide: knowledge creation and transfer between practitioners and academics. Acad Manage J 44(2):340-355
45. Rynes SL, Giluk TL, Brown KG (2007) The very separate worlds of academic and practitioner periodicals in human resource management: implications for evidence-based management. Acad Manage J 50(5):987-1008
46. Sawhney R (2006) Interplay between uncertainty and flexibility across the value-chain: towards a transformation model of manufacturing flexibility. J Oper Manage 24(5):476-493
47. Sethi AK, Sethi SP (1990) Flexibility in manufacturing: a survey. Int J Flex Manuf Syst 2(4):289-328
48. Stuart I, McCutcheon D, Handfield R, McLachlin R, Samson D (2002) Effective case research in operations management: a process perspective. J Oper Manage 20(5):419-433
49. Suri R (1994) Common misconceptions and blunders in implementing quick response manufacturing. In: Proceedings of the SME AUTOFACT conference
50. Suri R (1998) Quick response manufacturing. Productivity Press, Portland
51. Swafford PM, Ghosh S, Murthy N (2006) The antecedents of supply chain agility of a firm: scale development and model testing. J Oper Manage 24(2):170-188
52. Swamidass PM, Newell WT (1987) Manufacturing strategy, environmental uncertainty and performance: a path-analytic model. Manage Sci 33(4):509-524
53. Trigeorgis L (1999) Real options: managerial flexibility and strategy in resource allocation. MIT Press, Cambridge
54. Upton D (1994) The measurement of manufacturing flexibility. Calif Manage Rev 36(2):72-89
55. Upton DM (1993/2001) Stermon Mills incorporated. Harvard Business School case 9-693-053. Harvard Business School Publishing, Cambridge
56. Upton DM (1995a) Flexibility as process mobility: the management of plant capabilities for quick response manufacturing. J Oper Manage 12(2):205-224
57. Upton DM (1995b) What really makes factories flexible? Harvard Bus Rev 73(4):74-84
58. Upton DM (1997) Process range in manufacturing: an empirical study of flexibility. Manage Sci 43(8):1079-1092
59. Van Wezel W, Van Donk DP, Gaalman G (2006) The planning flexibility bottleneck in food processing industries. J Oper Manage 24(3):287-300
60. von Hippel E, Thomke S, Sonnack M (1999) Creating breakthroughs at 3M. Harvard Bus Rev 77(5):47-57
61. von Ungern-Sternberg T (1990) The flexibility to switch between different products. Economica 57(227):355-369
62. Zhang Q, Vonderembse MA, Lim JS (2003) Manufacturing flexibility: defining and analyzing relationships among competence, capability, and customer satisfaction. J Oper Manage 21(2):173-191
63. Zhang Q, Vonderembse MA, Cao M (2006) Achieving flexible manufacturing competence - the roles of advanced manufacturing technology and operations improvement practices. Int J Oper Prod Manage 26(6):580-599