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.
Nilsson, C. and Nordahl, H. (1995), "Making manufacturing flexibility operational – part 1: a framework", Integrated Manufacturing Systems, Vol. 6 No. 1, pp. 5-11. https://doi.org/10.1108/09576069510076108
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