The sources, measurements, and managerial implications of process commonality

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 parameter. 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.