Affiliations: Boston University, School of Management, Boston, MA 02215, USA
Note: [*] The authors gratefully acknowledge the support of the Production Research Program of the National Science Foundation (Grant MEA8311734) for making it possible to conduct the field research upon which this article is based. We are also indebted to the many pioneering practitioners who shared with us the fascinating accounts of how their companies have proceeded in their quest to adopt flexible manufacturing technologies. Dr. John Ettlie offered several helpful comments in his thoughtful review of an earlier version of this paper. The views expressed in this paper are those of the authors and do not imply concurrence by either the sponsor or the subjects of our study.
Abstract: This article draws on findings from a recent study of the procurement of Flexible Machining Systems (FMS). Based on intensive fieldwork in eight companies, and corroborating data from numerous other sites, the paper emphasizes the interaction between FMS technology and the people who plan and operate it. It argues that even in highly traditional manufacturing environments FMS mandates progressive initiatives in the use of people. The study finds that specific needs for human flexibility occur in several critical areas: (1) the composition and organization of the project management teams; (2) the relationships between the in-house team and the vendor team; and, (3) the selection, compensation and organization of the FMS workforce. Indicators of flexibility in human systems include such factors as broad skill mixes, previous experience with start-ups, cross-training, cross-functional cooperation, job rotation, team-building, and provision for continuing experimentation and adaptation. The article presents particular examples to show that those projects that have stressed the needs for flexibility in these areas early have been satisfied with the results; while those that have paid no attention to these matters during the procurement and planning phases have often found it necessary to change their approaches during implementation and start-up.
