How do companies achieve mix flexibility?

Abstract

Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications Mix flexibility achievement was studied in a single industry. Future research can test the applicability of the conceptual framework in other manufacturing settings. Originality/value 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.