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The sources, measurements, and managerial implications of process commonality
Author(s) -
Treleven Mark,
Wacker John G.
Publication year - 1987
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/0272-6963(87)90003-9
Subject(s) - flexibility (engineering) , process (computing) , computer science , identification (biology) , process management , set (abstract data type) , product (mathematics) , selection (genetic algorithm) , new product development , risk analysis (engineering) , operations research , business , marketing , engineering , economics , management , geometry , mathematics , artificial intelligence , biology , programming language , operating system , botany
This article explores the issue of commonality of processes. While the benefits of high process commonality (similarity of processes) are generally recognized, this research represents the first clear identification of the sources, development of measurements, and discussion of the managerial implications of process commonality. The first section of the article identifies and categorizes the sources of process commonality. These categories are: low set‐up times, flexibility to change from one operation to another, and flexibility in making expedite decisions‐ Indices are developed in the second section for each of these three categories at the work center level. These indices are examined using sensitivity analysis and are found to respond appropriately to changes in parameters. Formulation of a composite index is also discussed. The final section discusses the managerial implications of process commonality at the strategic, tactical, and operational levels. The impact of improved process commonality covers a wide range of decisions, including product/process selection, production/inventory control system selection, and definition of group technology cells, among others.