This paper aims at creating a link between these operational and strategic definitions and measurements of flexibility by the development of an instrument founded on the Balanced Scorecard. The Scorecard is based on 6 parameters: flexibility related to what, how, who, where, when and how much. The model was abductively developed during an exploratory study in a large Plant Engineering Company and tested with this company and another similar company in the same industry. The current experience of the practical implementation of this tool indicates that it adds a further instrument to the arsenal of the manager faced with efficiency and efficacy issues, and early field results show that the method is able to connect tangible and intangible measures and to provide a common language which, according to the managers responsible, has a significant potential to be rolled out throughout their business network.
|Number of pages||14|
|Publication status||Published - 2007|
|Event||12th Annual Cambridge International Manufacturing Symposium - Cambridge, United Kingdom|
Duration: 28 Sep 2007 → …
Conference number: 12
|Conference||12th Annual Cambridge International Manufacturing Symposium|
|Period||28/09/2007 → …|