This is why this process principle is also called workshop production. In the example in the figure Spatial structure with the performance principle , it can be seen that this type of arrangement can result in extensive " material transport " depending on the production process , whereby the number of transport processes itself does not even represent the serious problem. It is more important that an extensive material flow control is required for the organization of the production process and thus a considerable organizational effort for the logistics , and that in practice this and the lot formation usually result in very long idle times , resulting in correspondingly long throughput times , high material stocks with high liquidity loads and capital commitments .
Nevertheless, there are order structures that make the performance principle advisable. The greater the variety of types of manufactured products and the smaller the order sizes (in the extreme case 1), the more it proves itself. The smaller the batch sizes and the more diverse the orders, the more important the competence of the employees who operate the systems, who can then actually read the order papers, convert drawings into machine controls and have a high level of routine in the use of "their" systems. In such situations, the time savings resulting from the competent routine of the employees should be valued higher than the expenses for the numerous transports and their organization.
- Grap, Rolf (ed.): Business management for engineers: assess - decide - shape. Munich: Hanser, 2007. - ISBN 978-3-446-41256-9 . P. 73.