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To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.ejor.2009.02.003 Byline: Lawrence D. Fredendall (a), Divesh Ojha (b), J. Wayne Patterson (a) Keywords: Workload control; Order release; Job shop Abstract: An existing taxonomy of workload control rules is adapted to classify 25 workload control rules and their components examined in prior research to create a basis to model how three workload control rule components - order selection, work aggregation and buffer limits - affect shop performance in environments that differ in their bottleneck utilization and protective capacity levels. Two of the most frequently studied rules in the literature - CONWIP and DBR - were included in the simulation. Data analysis found that the workload control rules had a significant positive effect on the shop performance measures only in environments with the highest bottleneck utilization and the lowest protective capacity. However, the work aggregation method was found to be an important component of the workload control rule. Suggestions were made for future research that could increase our understanding of workload control rules and integrate this research with our understanding of lean production. Author Affiliation: (a) Clemson University 123 A Sirrine Hall Clemson, SC 29634-1305 United States (b) University of North Texas, College of Business, Department of Management, 1155 Union Circle, #305429 Denton, TX 76203-5017, USA Article History: Received 26 February 2008

The relationship between manufacturing flexibility and environmental uncertainty has been widely studied; however, research involving manufacturing flexibility and associated infrastructural antecedents is sparse. In this paper, using the real options perspective, we develop a research model to explicate management support’s influence on an organisation’s manufacturing flexibility. We use a second-order, multi-dimensional construct and survey data collected from US manufacturers to test our hypotheses. The study provides evidence to suggest that management support through teamwork, information systems effectiveness, and integrated supply chain effectiveness enhances an organisation’s manufacturing flexibility. [ABSTRACT FROM PUBLISHER]

In this study, we use the law of requisite variety to investigate the effect of manufacturing flexibility on workflow and operational performance. After developing a requisite variety construct using a parsimonious conceptualisation of manufacturing flexibility, we test our research model with data collected from US manufacturers. The results of the analysis using structural equation modelling support our hypotheses. Our study makes three important contributions. First, we provide a more complete understanding of manufacturing flexibility and its relationship to operational performance. By empirically testing our model, we develop support for manufacturing flexibility as a workflow regulator which provides an organisation with the necessary variety in its response-repertoire to effectively manage demand variability. Second, our analysis of our requisite variety construct allows us to better understand the complex relationship between manufacturing flexibility and efficiency. Our findings suggest that the trade-off between manufacturing flexibility and efficiency can be attenuated. Third, we provide evidence to show that manufacturing flexibility positively influences performance by increasing the speed of material flow and improving organisational efficiency. [ABSTRACT FROM AUTHOR]

In this paper, we develop an extended view of the manufacturing flexibility construct. Instead of a sequential view as emphasised with the competence-capability perspective, the model presented in this study suggests a holistic view of manufacturing flexibility comprised of six complementary dimensions. We contend that the complementary view of manufacturing flexibility (MFLX) consisting of six dimensions - product-mix flexibility (PMX), routing flexibility (RTG), equipment flexibility (EQP), volume flexibility (VOL), labour flexibility (LBR), and supply management flexibility (SPM) - provides a path to implementation of manufacturing flexibility. Manufacturing flexibility is hypothesised as a second order construct comprised of the six complementary dimensions. We test our proposed model using data collected from US manufacturing organisations. Structural equation modelling was used to analyse the data. The results of confirmatory factor analysis support our hypothesis of a second order multi-dimensional construct structure. This comprehensive conceptualisation of manufacturing flexibility should help researchers evaluate the effect of manufacturing flexibility on operational and financial performance. [ABSTRACT FROM AUTHOR]

This study investigates the holistic implementation of just-in-time (JIT) manufacturing. We contend that the most important elements of holistic JIT systems - focused factory, reduced setup times, group technology, total productive maintenance, multifunction employees, uniform workload, just-in-time purchasing, Kanban, total quality control and quality circles - should be implemented in a sequential manner for a firm to reap sustainable operational gains. The right sequence of implementation of JIT practices is derived using the theory of competitive progression and based on four JIT practice bundles - conformance quality related practices, delivery reliability related practices, volume flexibility related practices and low cost related practices. Data collected in a cross-sectional field study of US manufacturers are used to test the suggested implementation sequence of JIT practices and the impact of the JIT practice bundles on improvement in non-value added performance. The results indicate that implementations of JIT management practices should be in the order - first, conformance quality related practices; second, delivery reliability related practices; third, volume flexibility related practices and; finally low cost related practices. In addition, significant improvement in operational performance, as reflected in improvement of non-value added performance, is achieved via the cumulative capability building. [ABSTRACT FROM AUTHOR]