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A flexible manufacturing system (FMS) helps improve the system’s performance, thus increasing its overall competitiveness. FMS is an essential component of Industry 4.0 (I4.0), which has revolutionized the way firms manufacture their products. This study aims to investigate the diverse focus of the research being published over the years and the direction of scholarly work in applying FMSs in business and management.

A total of 1,096 bibliometric data were extracted from the Scopus database from the years 2001 to 2021. A systematic review and bibliometric analysis were performed on the data and related articles for performance measurement and scientific mapping on the FMS themes.

Based on co-keyword, the study reveals four major themes in the FMS field: mathematical models and quantitative techniques, scheduling and optimization techniques, cellular manufacturing and decision-making in FMSs. Based on bibliometric coupling on 2018–2021 bibliometric data, four themes emerged for future research: scheduling problems in FMS, manufacturing cell formation problem, interplay of FMS with other latest technologies and I4.0 and FMS.

The originality lies in answering the following research questions: What are the most highlighting themes in FMS, and how have they evolved over the past 20 years (2001–2021)? What topics have been at the forefront of research in FMS in the past five years (2016–2021)? What are the promising avenues of research in FMS?

Studies some of the factors that played a role in Flexible Manufacturing Systems (FMS) implementation management in Spanish industry. Increases in production, flexibility and technical experience, and improved safety and working conditions, were considered the three main benefits of automation. The training and integration of staff in the project, the firm′s technology level and support from top management are found to be the factors which most influence the positive results of adopting FMS.

Construction projects involve with various risks during all phases of project lifecycle. Failure mode and effective analysis (FMEA) is a useful tool for identifying and eliminating possible risk of failure modes (FMs) and improving the reliability and safety of systems in a broad range of industries. The traditional FMEA method applies risk priority number method (RPN) to calculate risk of FMs. RPN method cannot consider the direct and indirect interdependencies between the FMs and is not appropriate for complex system with numerous components. The purpose of this study is to propose an approach to consider interdependencies between FMs and also using fuzzy theory to consider uncertainties in experts' judgments.

The proposed approach consist of three stages: the first stage of hybrid model used fuzzy FMEA method to identify the failure mode risks and derive the RPN values. The second stage applied Fuzzy Decision-Making Trial and Evaluation Laboratory (FDEMATEL) method to determine the interdependencies between the FMs which are defined through fuzzy FMEA. Then, analytic network process (ANP) is applied in the third stage to calculate the weights of FMs based on the interdependencies that are generated through FDEMATEL method. Finally, weight of FMs through fuzzy FMEA and FDEMATEL–ANP are multiplied to generate the final weights for prioritization. Afterward, a case study for a commercial building project is introduced to illustrate proficiency of model.

The results showed that the suggested approach could reveal the important FMs and specify the interdependencies between them successfully. Overall, the suggested model can be considered as an efficient hybrid FMEA approach for risk prioritization.

The originality of approach comes from its ability to consider interdependencies between FMs and uncertainties of experts' judgments.

Although there is a vast body of literature that attempts to define production flexibility, managers are still unable to measure the flexibility they require. However, managers currently are investing in flexible manufacturing systems (FMSs) and planning their manufacturing strategies despite this. Discusses the flexibility and economic viability of FMSs, and concludes that managers do not need to measure the flexibility of an FMS in order to select the correct technical specification. Describes the factors that enable a company to achieve its strategic objectives and suggests that, although increasing flexibility is often quoted as a strategic objective, managers do not need to define or measure flexibility in manufacturing strategy planning. Flexibility just happens to be a convenient word that helps describe the fact that manufacturing facilities must be able to deal with change and uncertainty.

Flexible manufacturing systems (FMS) design is a complex problem which is concerned with the selection from a wide variety of available system configurations and control strategy alternatives in the light of several criteria (costs, production, flexibility etc.), many of which are difficult to quantify. Although there is a reasonable number of currently available modelling tools to be applied in FMS design, they are based on an erroneous approach, in which design is considered as a separated, local and myopic activity. Design is divided into isolated and unconnected subproblems whose individual solutions may result in a poor global solution. This paper describes a methodology of analysis and evaluation of FMS design competitive alternatives. It examines the use of an integrated, systemic, global, and user‐centred approach for solving the FMS design problem.

The purpose of this paper is to explore how to improve the contribution of farmers markets (FMs) to the local food economy and improve their management through a new temporary clustering management approach.

The research encompasses 78 structured interviews with farmers’ market vendors in the central coast region of California. A descriptive statistical and exploratory analysis to capture and evaluate the extent of various clustering activities currently existing in FMs is presented.

Analysis suggested an existing clustering behavior in FMs with different degrees that would enhance the role of these markets in local food economy. The improved social capital and financial performance of these markets shown in this study outperformed other cluster metrics monitored. Furthermore, there were some positive relationships between knowledge sharing (as a cluster activity) and both integration and financial activities among FMs vendors, highlighting interesting dynamics generated by the temporary nature of these clusters.

The study was based on an exploratory research design, investigating a selected number of vendors in the central coast region of California. The research does not claim to provide a comprehensive survey of all FMs.

The analysis resulted in recommendations to improve efficiency of FMs’ practices at both the management level and the strategic level. These recommendations will enhance the contribution of these markets to the local food economy. The results also expand the practical knowledge bodies of regional and local food business development. Finally, the study highlights the social role of FMs through showing social capital as one of the main clustering drivers.

This study contributes to theoretical knowledge concerning the impact of clusters on operation performance by exploring a new temporary proximity that can be added to the existing geographical and digital proximity enriching the clustering approaches debate. Furthermore, the analysis provides specific novel insights into potential operational improvements for current farmers’ market management to enhance their economic and social roles.

Today's volatile condition of the market is forcing the manufacturing organizations to adapt the flexible manufacturing systems (FMS) to meet the challenges imposed by international competition, ever‐changing customer demands, rapid delivery to market, and advancement in technology. There are certain enablers, which help in the implementation of FMS or in the transition process from traditional manufacturing system to FMS. The utmost need is to analyze the behavior of these enablers for their effective utilization in the implementation of FMS. This paper aims to address these issues.

This paper presents a methodology based on graph theoretical approach for finding the feasibility of transition to FMS for any industry. A universal feasibility index of transition (FIT) is proposed that evaluates and ranks different organizations according to their capability to be converted into FMS. This FIT value is obtained from a permanent feasibility function obtained from an enablers' digraph of FMS.

The major finding of this paper is that one can judge whether a particular industry is fit for FMS or not by calculating its FIT value. This FIT value can also be utilized in ranking different industries for their possible transition to FMS.

The FIT obtained from a permanent function indicates the strength of enablers and their inter‐relations. More is the value of this index; more will be suitability of that organization for FMS adoption. In this way, managers can judge that a particular organization is suitable or fit for FMS implementation or not, without making the huge investments for such a complex production system and thus, minimize their risks.

Identification, classification of enablers into some important categories, and their analysis is a unique and innovative effort in the area of FMS.

Successful use of flexible manufacturing systems (FMS) depends on a company adopting a flexible approach to its management and organisation. This technology has now begun to diffuse widely and to be used in all major developed countries and a small number of developing nations. A comprehensive survey of UK organisations where FMS has been installed or is planned reveals that significant benefits are achievable but the need for a total approach to the problem of implementation is paramount. Technical problems also need to be overcome.

This study aims to investigate how the situational factors that facilities managers (FMs) in Singapore face in their jobs affect their work outcomes. Job situation factors such as types of tasks, interpersonal relationships in teams, supervisors’ actions and advancements opportunities are classified into job characteristics, social environment characteristics, leadership and organisational practices categories.

Based on a systematic literature review, a questionnaire was designed to collect data on work outcomes and job situational factors from FMs working in public housing estates in Singapore. Using the Statistical Package for the Social Science software, inferential statistical analyses were carried out.

FMs reported that they used economical means and resources to carry out their work significantly frequently and achieved significantly high productivity. Complaints are received significantly frequently and maintenance defects are regularly encountered. Many of the job situational factors are present and found to be significantly correlated with work outcomes and some of these may be used to predict FMs’ work outcomes. Based on the correlation results, the frequency of complaints from residents may be reduced through the following ways: make FMs’ work tasks less challenging; reduce the variety of work tasks that FMs need to execute; reduce FMs’ work volume and speed of work.

This study is limited to FMs managing public housing estates in Singapore. The work outcomes are self-reported, and thus susceptible to bias. However, as the respondents reported significantly frequent complaints and defects, this might indicate that the bias is not serious.

FMs’ jobs should be broken down into small parts/tasks and assigned to different FMs to specialise. This makes FMs’ tasks less challenging, and allows them to specialise to increase their productivity, improve their quality of work and overcome the problem of high work volume or demanding work speed. By adopting job specialisation, the frequency of receiving complaints from residents may be reduced.

This study discovered strategies to reduce the number of complaints from residents of public housing about facilities management. The contribution to knowledge is that complaints by residents on facilities management can be reduced by adopting job specialisation but not job enlargement. Decomposing work into different tasks and allowing FMs to focus on a few tasks would lead to a reduction in complaints. It also enables FMs to master the skill and complete the tasks without much oversight or supervision.

This study aims to investigate how to manage the stressors that facility managers (FMs) face with the aim of reducing their stress and strain levels.

Using the job demands-resources (JD-R) model, stressors are operationalized from job demands, job resources and personal resources constructs. A structured questionnaire was used to collect data from FMs based in Singapore.

FMs have significantly high levels of stress, but they are able to manage this well. Job demands that cause stress and strain are those relating to insufficient time to complete the work and difficulties in handling the work. The lack of job resources in terms of lack of organizational support and inadequate stress mitigation programs are associated with high levels of stress and strain.

The limitations are the relatively small sample size and absence of a database of FMs in Singapore, and correlation is not causation when determining the association between stressors and stress and strain.

Based on the recommendations, employers and FMs may manage the specific stressors identified so that FMs’ stress and strain levels are under control to enable them to work optimally.

This research discovered that the JD-R model is moderated by certain features of facilities management and FMs. When these features are present, FMs are predisposed to more stressors, and higher stress and strain. For the facilities management profession, the discovery is that there are significantly more job demands: for in-house FMs compared to those working for outsourced firms; for FMs who need to carry out estate and asset management, landlord activities and facility planning compared to FMs who focus on operations and maintenance; and for FMs who work longer than five days compared to those who work a five-day week.