Abstract
In this paper, the authors elaborate the notion of a hybrid factory: factories in which some production capacity is dedicated to process‐oriented manufacturing, and some is dedicated to product‐oriented manufacturing. We present the results of a field study of one such factory and, using it as an example, develop a list of eight issues that may arise as a part of implementing and managing a hybrid factory. Where possible, we tie these issues into existing research streams. We show how our field site addressed these issues and, based on their experience, suggest new areas for investigation by researchers. An examination of the way our field site implemented and managed a hybrid factory also provides insight for managers facing similar situations.
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