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Prevalence of banking, redefining, adapting, and reduction flexibility strategies in North American Manufacturers

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abstract Over one decade ago, Gerwin has defined four flexibility strategies which are proactive and reactive in nature. These flexibility strategies should be attempt by companies facing uncertainties to reduce them or to react on them. The strategies are well known and often cited, but if companies are realizing these strategies has not been focus of any research. Based on a content analysis of 168 questionnaires gathered in Northern America, we first analyze which the most mentioned uncertainties are companies have to face these days and if the flexibility strategies Gerwin (1993) has developed are realized. Afterwards, we analyze with which tools and practices the different flexibility strategies have been achieved and we analyze if there are patterns throughout the chosen tools and practices. We summarize the results in a conceptual framework, showing the correlations between the different types of uncertainties and the flexibility strategies.
   
type conference paper (English)
   
keywords manufacturing flexibility, flexibility strategies
   
name of conference Euroma (Groningen, the Netherlands)
date of conference 15-6-2008
title of proceedings Tradition and Innovation on operations management
review double-blind review
   
citation Scherrer-Rathje, M., Boyle, T. A., & Deflorin, P. (2008). Prevalence of banking, redefining, adapting, and reduction flexibility strategies in North American Manufacturers. In Tradition and Innovation on operations management.