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In order to ensure that the introduction of a flexible manufacturing system confers overall benefits to a company there is a need to be able to measure quantitatively and then control flexibility levels. Initially identifies the various types and levels of flexibility that are important to a manufacturing concern. Identifies production range flexibility as that defining the universe of part types that a manufacturing system can process. Proposes a methodology that will enable probability measures to be established for each type of flexibility that contributes to the production range flexibility of a manufacturing system. In addition measuring flexibilities in terms of probabilities enables quantitative relationships to be established between levels of flexibility. Concludes that the result is an integrated system for measuring flexibility that can be used at both the strategic and operational planning and control levels.

This paper aims to develop a framework that rationalises transport flexibility into different types. In this way the role of the flexibility types in delivering specific strategic logistics outcomes can be determined.

The authors undertake a synthesis of available literature related to flexibility to determine what types of transport flexibility are required and when.

Twelve definitions and key components of transport flexibility are identified. These signify a proactive approach to the consideration of the subject within the context of a collaborative approach to relationships between carrier, supplier and customer.

This is a conceptual study developing definitions and models for transport flexibility. While these frameworks have been formed within the context of the literature, further research to determine the application of the model will need to be undertaken, to examine the benefits and costs associated with various degrees of flexibility.

While the definitions and models are conceptual, they are important as generic templates by which carriers may develop a logistics strategy, determining their competitive offering and hence defining their flexibility capabilities. They may then determine the degree of collaboration necessary. The results of this paper also inform further empirical research into the area of transport and logistics flexibility.

There is little research that addresses the issue of transport flexibility from a logistics perspective. Thus, there is originality in developing a framework that rationalises transport flexibility into different types. This will provide a foundation by which carriers and shippers may develop collaborative and information technology strategies.

The purpose of this paper is to address a research gap relating to the understanding of how one type of manufacturing flexibility – mix flexibility – is achieved during day‐to‐day operations.

Constructs from coordination theory are used in order to understand the way in which physical manufacturing resources are coordinated during daily operations to produce a company's product mix. A multiple case study methodology is used to investigate the applicability of these constructs in the flour milling industry. Subsequently, a conceptual framework is proposed which captures the coordination mechanisms used in the achievement of mix flexibility.

The paper finds that mix flexibility requirements influence how a company achieves mix flexibility. Further, the findings indicate that, at an operational level, mix flexibility is achieved via the use of coordination mechanisms to manage specific dependencies relating to mix flexibility requirements.

Mix flexibility achievement was studied in a single industry. Future research can test the applicability of the conceptual framework in other manufacturing settings.

An empirical contribution to the study of manufacturing flexibility achievement has been made, where the application of constructs from coordination theory presents a novel approach to the study of manufacturing flexibility achievement.

The purpose of this research is to develop a framework and an initial list of best management practices for implementing manufacturing flexibility.

To identify these practices, recent frameworks (i.e. 1988 and onward) for implementing manufacturing flexibility in organizations are reviewed. Based on this review, the major management practices for implementing flexibility are identified and synthesized into a new framework.

This framework suggests that manufacturing flexibility should be implemented using a three‐stage approach, labeled: identifying required flexibility (i.e. identifying and justifying the flexibility types, measurements and tools needed to achieve the required manufacturing flexibility), achieving required flexibility (i.e. acquiring and implementing the organizational and technological tools needed to achieve the required manufacturing flexibility) and managing required flexibility (i.e. monitoring and changing the required flexibility types and levels, in light of changing uncertainty and competitive, manufacturing and marketing strategies). Based on this framework, a number of potential best management practices are identified.

This report is conceptual in nature. Future research will focus on empirically testing the practices presented in order to develop a more complete and rigorous list of best management practices for implementing manufacturing flexibility.

This research provides manufacturing managers with a starting point for developing a formal process for identifying, implementing, and monitoring manufacturing flexibility, thus ensuring that the manufacturing flexibility that exists is continually meeting the manufacturing and competitive strategies of the organization. Various conceptual relationships are identified by the presence of arrows in the framework. As a result, the implications of the conceptual framework for researchers is that it provides a very good starting point for conducting exploratory and confirmatory research on the process of managing manufacturing flexibility.

This research synthesizes existing frameworks for implementing manufacturing flexibility in organizations, and addresses a gap in the research, specifically the need to identify and empirically test best management practices for implementing manufacturing flexibility.

A large literature studies why firms self-regulate and “signal green.” However, it has ignored that regulators have enforcement discretion, and may act strategically. We fill this gap. We build a game theoretic model of whether a firm should signal its type through substantial self-regulation. We find self-regulation is a double-edged sword: it can potentially preempt legislation, but it can also lead regulators to demand higher levels of compliance from greener firms if preemption fails. We show how self-regulatory decisions depend upon industry characteristics and political responsiveness to corporate environmental leadership. We have made a number of simplifying assumptions. We assume activist groups cannot challenge regulatory flexibility in court, and that regulatory penalties are fixed and are not collected by the regulator. Firms with low compliance costs confront a tradeoff regarding self-regulation. They can blend in with the rest of the industry, and take few self-regulatory steps. This reduces the risk of regulation somewhat, and preserves their ability to obtain regulatory flexibility should regulation be imposed. Alternatively, they can step up with substantial self-regulation. This better mitigates the risk of regulation, but at the risk of signaling low costs and becoming a target for stringent enforcement should regulation pass. Recent work has found negative market reactions to corporate claims of voluntary emissions reductions, despite the conventional wisdom that it “pays to be green.” We offer a new explanation to scholars and managers: regulatory discretion may undermine the ability of industry self-regulation to profitably preempt mandatory regulatory requirements.

Many of the new pressures from today's manufacturing environment are turning manufacturing managers' attention to the virtues of developing a flexible manufacturing function. Flexibility, however, has different meanings for different managers and several perfectly legitimate alternative paths exist towards flexible manufacturing. How managers in ten companies view manufacturing flexibility in terms of how they see the contribution of manufacturing flexibility to overall company performance; what types of flexibility they regard as important; and what their desired degree of flexibility is. The results of the investigations in these ten companies are summarised in the form of ten empirical “observations”. Based on these “observations” a check‐list of prescriptions is presented and a hierarchical framework developed into which the various issues raised by the “observations” can be incorporated.

In the complex environment of manufacturing system, it is proper to design a production system which meets the market requirements in the most economical and competitive manner. Flexible manufacturing system (FMS) is one of the options to meet the uncertainty in demand and high variety of products. This paper aims to review the definition, classification, and measurement of manufacturing flexibility concerned with manufacturing flexibility management.

The selection process consists of the synthesis and critical evaluation of the concepts put forward in the extant literature. As a consequence of this process, three primary flexibility dimensions are identified: volume, variety and machine. Simulation approach is used to study the behavior of FMS under different demand scenarios and levels of flexibility.

Four hypotheses are tested in five different flexibility levels. The following conclusions are obtained from the study. For any flexibility level, as the traffic density (TD) increases, the system utilization increases; as the TD increases, the throughput time increases; and as the number of part type increase, the system utilization decreases. A comparison between five flexibility levels showed that flexibility level 4 is best in terms of system utilization and throughput time. Flexibility level 2 perform second best, better than flexibility level 3 and flexibility level 5 which is not in line with initial assumption. Lastly, from the above results it is concluded that partial flexibility is better as compare to no flexibility and total flexibility.

It is felt that the contribution of the paper lies in demonstrating the usefulness of simulation technique in quantifying the aspects related to FMS. The effect that a specific design variable has on a specific system level flexibility type can change with the level of part processing flexibility present and flexibility trade‐off in manufacturing systems is not inevitable. This would help the planners of FMS to think and design FMS in a holistic manner.

The purpose of this study is to present a systematic review of all the enablers of manufacturing flexibility and to provide a path for future research in the area of manufacturing flexibility.

Research papers were collected from electronic databases to search academic journals dealing with manufacturing flexibility, environmental uncertainty, business strategy, organizational attributes, technology, innovation and product types. The study consists of a systematic review of 101 research papers and assessment of these papers in terms of their role in enabling flexibility.

It is seen from the literature review that most of the research in the field of flexibility was done in developed countries, and further empirical research with respect to manufacturing flexibility and firm performance is required to be done in developing countries. It is also seen that financial performance has often been used in many of the studies as a proxy to measure firm performance and one can explore alternative metrics for firm performance. The review reveals that an integrated framework to assess manufacturing flexibility and firm performance is largely missing in literature. This review highlights some research gaps for future research in the area of manufacturing flexibility.

The literature review was done using search terms restricted to manufacturing flexibility, environmental uncertainty, business strategy, organizational attributes, technology, innovation and product types. There may be various unexploited areas for future research in terms of indirect influence of several different variables. The proposed framework is only conceptual in nature and thus requires rigorous empirical testing to develop a comprehensive list of enablers and their respective criteria and attributes.

The study synthesizes existing literature for assessing manufacturing flexibility in an organization and addresses gaps in the research area of manufacturing flexibility. It provides a comprehensive review of all relevant studies from 1992 to January 2013 for the use of both academicians and practitioners.

Flexibility is widely recognized, in research literature and in more popular publications, as being of crucial importance in manufacturing. However, there is evidence of confusion among the numerous definitions of flexibility and it is arguable that, even now, the concept is not well understood. Furthermore, there is no simple approach for the systematic incorporation of flexibility level by level within the hierarchy of a conventional manufacturing system. Introduces a unifying and simple set of concepts for flexibility from a management perspective. The purpose of this “capability and capacity” approach is to interpret and integrate various types of flexibility throughout the manufacturing system. Use of this approach leads to four important principles for the integration of a system’s overall flexibility. Analyses flexibility types within manufacturing using the proposed approach.

This study aims to investigate the influence of contractual flexibility on different types of conflict, determine if contractual flexibility is significantly correlated with project success between contracting parties, verify the mediating effect of project conflicts on the relationship between contractual flexibility and project success and examine the relationship between different types of conflicts and project success in megaprojects.

A theoretical model was developed and a structured questionnaire survey was conducted with 468 professionals. The structural equation modeling technique was used to analyze the data.

The results showed that both types of contractual flexibility – term and process flexibility – were correlated with and significantly positively affected project success, and term flexibility was found to have a greater influence. The introduction of project conflicts significantly weakened the relationship between contractual flexibility and project success, verifying the partial mediating effect of conflicts. All types of project conflicts play a destructive role in achieving project success; relationship conflict had the largest negative effect. Contractual flexibility affects two paths with respect to project success: the direct path (contractual flexibility → project success) and the indirect path (contractual flexibility → conflict → project success). The direct effect of contractual flexibility on project success is positive; the corresponding indirect effect is negative. The direct effect is greater than the corresponding indirect effect.

Different types of conflicts may mutually transform to extent certain degree. However, this study did not address the potential influence of conflict transformation on project success. The results implied that more emphasis should be placed on contractual terms, particularly on developing flexible terms in the contractual document, when implementing megaprojects. Meanwhile, this study reveals the effects of conflicts on project success in megaprojects, which provides a useful reference for project stakeholders to avoid the negative effect of conflicts.

This study provides a better understanding of the relationship between contractual flexibility, types of conflicts in megaprojects and a reliable reference for the project manager to effectively deal with these related issues. This implies the contracting parties strengthen communication and cooperation to establish a trust mechanism, while reducing the negative influence of project conflicts and enhancing the positive effect of contractual flexibility.

Few studies have investigated the effects of contractual flexibility on conflict and project success in megaprojects; this study contributes significant theoretical and practical insights to contract management and conflict management and provides a reliable reference to achieve project success.