Flexible manufacturing systems require flexible people*

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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.

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