APICS defines process flexibility as the speed and ease with which the manufacturing transformation tasks can respond to internal or external changes. This is not just referring to the process type of manufacture but all places where a conversion process takes place.

Manufacturing process flexibility makes a company more competitive and now we will examine how.

Flexibility has several dimensions which must be considered, such as:

Total Volume Flexibility

This demands that the plant enjoys a low break-even point, for example 30% of rated capacity. We have tended to think of improvement coming from large volume, single purpose, high speed machines to cater for production requirements. The classic image of economy of scale has been the American auto assembly line. Nowadays, it is realized that a one-product factory is too susceptible to the ups and downs of the market. In the face of a very competitive market, flexibility is the only answer.

Increasing capacity by adding smaller, more simple, multi-purpose machines, operated by cross-trained staff, makes it possible to increase output in small increments. A situation to avoid is a process with two speeds, on and off. Another is expensive equipment which financial people want running permanently in order to meet payback criteria. This leads to a decision to run the machine to keep it occupied. Some of the complicating factors which are associated with this option are inventory (queues and cash tied up) and paper profits (making for stock which is not really wanted).

Product Mix Flexibility

This refers to the ability to switch from one part, model or product family member to another. The key to this dimension of flexibility is quick set-up times.

Mixed model scheduling allows more effective use of the employees’ capabilities as they work on different products. It allows more efficient use of the employees’ time as the sequence of products produced off-sets products with different work content resulting in a more balanced work load. It also allows a range of finished products to be produced in line with the customer's requirement.

Labor Flexibility

Labor flexibility is the opposite of specialization. While the need for specialist skills is recognized, the concept of people unable and unwilling to do whatever is within their capability is not acceptable. The employment of narrow job descriptions serves only to sabotage productivity. Cross-training and job rotation are designed to develop people to their full potential and improve their overall capability. It allows employees to be moved to where the overloads are and to meet customer demands.

One Japanese auto assembly company operating in Europe has staff doing 2 or 3 different jobs in the same week. This is also good for motivation and for a feeling of job security. The use of simpler machines will also mean that operator staff will be able to conduct routine and preventive maintenance.

New Product Flexibility

American auto plants used to close down for many weeks in the summer so that new models could be introduced. Now that period is down to 2 weeks, and the aim is to reduce it further.

Additional Points on Flexibility

Some additional point worth noting are;

lSmall Machines Help Flexibility

August 2000