Mass Customization

Engineering and Managing Global Operations
1. Auflage 2010
ISBN: 978-1-84996-489-0
Verlag: Springer-Verlag
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 378 Seiten

Mass customization (MC) has been hailed as a successful operations strategy across manufacturing and service industries for the past three decades. However, the wider implications of using MC approaches in the broader industrial and economic environment are not yet clearly understood. Mass Customization: Engineering and Managing Global Operations presents emerging research on the role of MC and personalization in today’s international operations context. The chapters cover MC in the context of global industrial economics and operations. Moreover, the book discusses MC topics that are relevant to the manufacturing and service sectors, such as: • product platforms; • learning curve modeling; • additive manufacturing; and • service customization. Case studies in manufacturing (e.g., apparel and transportation) and services (e.g., banking and virtual worlds) are also included. Mass Customization: Engineering and Managing Global Operations is a valuable text for mass customization researchers and practitioners. Researchers will find a selection of chapters prepared by internationally renowned authors, comprising most of their recent research in MC. Engineering professionals will be drawn by the vivid discussion of operational aspects and methods of MC, as well as by the selection of cases illustrating their practical application.

Autoren/Hrsg.

Inhaltsverzeichnis

1;Preface;6
2;Contents;11
3;Part I - Mass Customization Contexts;19
3.1;Chapter 1 - Designing and Planning for Mass Customization in a Large Scale Global Production System;20
3.1.1;Abbreviations;21
3.1.2;1.1 Introduction;21
3.1.3;1.2 Literature Background;22
3.1.4;1.3 Methods and Analysis;25
3.1.5;1.4 Case Study;37
3.1.6;1.5 Conclusion;39
3.1.7;References;40
3.2;Chapter 2 - Process Typology of Mass Customizers;45
3.2.1;2.1 Introduction;45
3.2.2;2.2 Mass Customization and the Product Process Matrix;46
3.2.2.1;2.2.1 Defining the Product Process Matrix;46
3.2.2.2;2.2.2 Strategy of the Diagonal;49
3.2.2.3;2.2.3 Defining Made-to-order;50
3.2.2.4;2.2.4 The Paradox of Mass Customization;51
3.2.3;2.3 Defining Mass Customization;51
3.2.4;2.4 Developing the New Model – Volume, Variety, and Variation;53
3.2.4.1;2.4.1 Volume and Variety;53
3.2.4.2;2.4.2 The Third Dimension – Variation;55
3.2.5;2.5 Future Directions;58
3.2.6;2.6 Conclusion;59
3.2.7;References;59
3.3;Chapter 3 - Service Customization Through Dramaturgy;60
3.3.1;Abbreviations;61
3.3.2;3.1 Introduction;61
3.3.3;3.2 Background;62
3.3.3.1;3.2.1 Customization of Service Operations;63
3.3.3.2;3.2.2 Typology Dimensions: Time Pressure to Customize and Level of Customization Required;64
3.3.3.3;3.2.3 Dramaturgy;65
3.3.3.4;3.2.4 The Service Performance: Scripts and Improvisation;67
3.3.4;3.3 A Typology of Service Customization Configurations;69
3.3.4.1;3.3.1 Embellished Customization;70
3.3.4.2;3.3.2 Predetermined Customization;71
3.3.4.3;3.3.3 Prompt Customization;72
3.3.4.4;3.3.4 Intuitive Customization;72
3.3.5;3.4 Discussion and Implications;74
3.3.5.1;3.4.1 Configuration Fit;74
3.3.5.2;3.4.2 The Lure of the Diagonal;75
3.3.5.3;3.4.3 Global Services and Customizing the Performance;75
3.3.6;3.5 Conclusion;76
3.3.7;References;77
4;Part II - Engineering and Management of Mass Customized Products;81
4.1;Chapter 4 - NPD-SCM Alignment in Mass Customization;82
4.1.1;Abbreviations;83
4.1.2;4.1 Introduction;84
4.1.3;4.2 Literature Background;85
4.1.3.1;4.2.1 NPD-SCM Alignment;85
4.1.3.2;4.2.2 Mass Customization;86
4.1.4;4.3 Aligning NPD and SCM in Mass Customization;88
4.1.4.1;4.3.1 Innovativeness and Dynamic Variety;90
4.1.4.2;4.3.2 Supply Chain Configuration, Collaboration, and Coordination Complexity;91
4.1.4.3;4.3.3 Supply Chain Performance;91
4.1.4.4;4.3.4 Alignment Framework and Propositions;92
4.1.4.4.1;4.3.4.1 Modularity;92
4.1.4.4.2;4.3.4.2 Innovativeness;93
4.1.4.4.3;4.3.4.3 Variety;94
4.1.4.4.4;4.3.4.4 Supply Chain Complexity and Performance;95
4.1.5;4.4 Conclusions;96
4.1.6;References;97
4.2;Chapter 5 - Managing Technological Innovations Affecting Product Complexity, Modularity, and Supply Chain Structure;99
4.2.1;Abbreviations;100
4.2.2;5.1 Introduction;100
4.2.3;5.2 Modularization, Customization, and Technological Innovations in the Automotive Industry;103
4.2.4;5.3 Modularity and Mass Customization in Motor Coaches and Transit Buses;105
4.2.5;5.4 Methodology;107
4.2.6;5.5 Modular Systems Development for Motor Coaches/Transit Buses (Heavy Duty Vehicles);109
4.2.7;5.6 Findings;110
4.2.7.1;5.6.1 Control of Product Architecture;110
4.2.7.2;5.6.2 Autonomy of Suppliers;110
4.2.7.3;5.6.3 Sources of Innovation;111
4.2.8;5.7 Conclusions;113
4.2.9;Appendix;114
4.2.10;References;115
4.3;Chapter 6 - The Platform Formation Problem;117
4.3.1;Abbreviations;117
4.3.2;6.1 Introduction;118
4.3.3;6.2 Background;119
4.3.4;6.3 Problem Description;121
4.3.4.1;6.3.1 The Single Platform Design Formulation;124
4.3.4.2;6.3.2 The Multiple Platform Problem;124
4.3.4.2.1;6.3.2.1 Improving the Formulation;125
4.3.4.3;6.3.3 Single Platform Design under Stochastic Demand Problem;126
4.3.4.3.1;6.3.3.1 Model Formulation;127
4.3.5;6.4 An Illustrative Example;129
4.3.6;6.5 Conclusion and Recommendations for Future Research;133
4.3.7;References;134
4.4;Chapter 7 - Shape Commonalization to Develop Common Platforms for Mass Customization;137
4.4.1;Abbreviations;138
4.4.2;7.1 Introduction and Background;138
4.4.3;7.2 Literature Review;139
4.4.3.1;7.2.1 Product Platform;139
4.4.3.2;7.2.2 Similarity Measurements;140
4.4.4;7.3 Method;142
4.4.4.1;7.3.1 Step 1: Extraction of Information from 3D Models;143
4.4.4.1.1;7.3.1.1 Design Components in CAD;143
4.4.4.1.2;7.3.1.2 Extraction of Feature Information and Corresponding Dimensions;143
4.4.4.1.3;7.3.1.3 Storing and Sorting the Information;144
4.4.4.2;7.3.2 Step 2: Common Platform Development;145
4.4.4.2.1;7.3.2.1 Indices for Component Shape Comparison;145
4.4.4.2.2;7.3.2.2 Platform Indices;151
4.4.5;7.4 Case Studies;153
4.4.5.1;7.4.1 Case Study 1 – Cell Phone Casings Product Platform;153
4.4.5.2;7.4.2 Case Study 2 – Coffeemaker Product Platform;156
4.4.6;7.5 Concluding Remarks;160
4.4.7;References;161
4.5;Chapter 8 - A Platform Identification Method for Service Family Design Using a Process Model and a Clustering Method;163
4.5.1;Abbreviations;164
4.5.2;8.1 Introduction and Background;165
4.5.3;8.2 Method for Service Module and Platform Identification;166
4.5.3.1;8.2.1 Phase 1: Service Analysis and Model;167
4.5.3.1.1;8.2.1.1 Service Selection and Analysis;167
4.5.3.1.2;8.2.1.2 Service Process Model;169
4.5.3.2;8.2.2 Phase 2: Service Ontology;170
4.5.3.3;8.2.3 Phase 3: Module and Platform Identification;172
4.5.3.3.1;8.2.3.1 Fuzzy Clustering for Defining Modules;172
4.5.3.3.2;8.2.3.2 Platform Level Determination;173
4.5.3.3.3;8.2.3.3 Interpretation of Results;174
4.5.4;8.3 Case Study;174
4.5.4.1;8.3.1 Phase 1: Service Process Model;175
4.5.4.1.1;8.3.1.1 Service Selection and Analysis of the Service Family;175
4.5.4.1.2;8.3.1.2 Service Process Model;176
4.5.4.2;8.3.2 Phase 2: Service Ontology;176
4.5.4.3;8.3.3 Phase 3: Module and Platform Identification;179
4.5.4.3.1;8.3.3.1 Fuzzy Clustering for Defining Modules;179
4.5.4.3.2;8.3.3.2 Platform Level Determination and Result Interpretation;180
4.5.5;8.4 Closing Remarks and Future Work;181
4.5.6;Acknowledgments;181
4.5.7;References;181
4.6;Chapter 9 - A STEP-compliant Online Product Digital Library for Customized Products;183
4.6.1;Abbreviations;184
4.6.2;9.1 Introduction;184
4.6.3;9.2 Literature Review;185
4.6.4;9.3 System Architecture;187
4.6.5;9.4 STEP-compliant Product Digital Library;189
4.6.5.1;9.4.1 Product Knowledge Model;190
4.6.5.2;9.4.2 Product Data Object;191
4.6.6;9.5 Case Study;192
4.6.6.1;9.5.1 Modeling Product Inspection Information;193
4.6.6.2;9.5.2 Online Product Digital Library;195
4.6.6.2.1;9.5.2.1 Product Data Interface;195
4.6.6.2.2;9.5.2.2 STEP-compliant Product Knowledgebase;196
4.6.6.3;9.5.3 Modeling Product Manufacturing Process Data;198
4.6.6.4;9.5.4 Modeling Product Assembly Information Data;199
4.6.6.5;9.5.5 Discussion;201
4.6.7;9.6 Conclusion and Future Work;202
4.6.8;Acknowledgments;203
4.6.9;References;203
5;Part III - Engineering and Management of Processes for Mass Customization;205
5.1;Chapter 10 - Production Planning and Control for Mass Customization – A Review of Enabling Technologies;206
5.1.1;Abbreviations;207
5.1.2;10.1 Introduction;207
5.1.3;10.2 Enabling Framework for MC Production Planning and Control;211
5.1.4;10.3 Enablers for Mass Customization;213
5.1.4.1;10.3.1 Strategic Enablers in Product Design;214
5.1.4.2;10.3.2 Strategic Enablers in Sales and Purchases;216
5.1.4.3;10.3.3 Tactical Enablers in Product Design, Sales, and Purchases;218
5.1.4.4;10.3.4 Strategic Enablers in Manufacturing;220
5.1.4.5;10.3.5 Tactical Manufacturing Enablers;222
5.1.5;10.4 Conclusion;224
5.1.6;Acknowledgments;225
5.1.7;References;225
5.2;Chapter 11 - Designing and Planning of Material Handling Systems for Mass Customization;230
5.2.1;Abbreviations;231
5.2.2;11.1 Introduction;232
5.2.3;11.2 Designing and Planning Considerations on Material Handling Systems for Mass Customization;233
5.2.3.1;11.2.1 Different Flexible Material Handling Systems;233
5.2.3.2;11.2.2 The Designing and Planning of Flexible Material Handling Systems;234
5.2.3.2.1;11.2.2.1 Qualitative Performance Comparison of Material Handling Systems;235
5.2.3.2.2;11.2.2.2 Performance Measures;235
5.2.3.2.3;11.2.2.3 Structure of the Free-ranging Material Handling System;238
5.2.3.2.4;11.2.2.4 Methodology of the Free-ranging Material Handling System;239
5.2.4;11.3 Industrial Application for the Apparel Industry;240
5.2.4.1;11.3.1 Existing Material Handling Systems for the Apparel Industry;240
5.2.4.2;11.3.2 System Layout Design;243
5.2.4.3;11.3.3 Potential Advantages of the Free-ranging Material Handling System;244
5.2.4.4;11.3.4 Economical Feasibility Analysis on Free-ranging MHS;248
5.2.4.4.1;11.3.4.1 Cost Estimation of Adopting Automatic MHSs;248
5.2.4.4.2;11.3.4.2 Capital Investment in Automatic Material Handling Systems;251
5.2.4.5;11.3.5 Sensitivity Analysis on Adopting Automatic MHSs;253
5.2.5;11.4 Conclusion;254
5.2.6;Acknowledgments;255
5.2.7;References;255
5.3;Chapter 12 - Design for Changeover (DFC): Enabling Flexible and Highly Responsive Manufacturing;258
5.3.1;Abbreviations;259
5.3.2;12.1 Introduction;259
5.3.2.1;12.1.1 Change Drivers: Forces to Change Manufacturing Systems;260
5.3.2.2;12.1.2 The Nature of Uncertainty;260
5.3.2.3;12.1.3 Changeover Assisting Business Response to Uncertainty;261
5.3.3;12.2 Modern Manufacturing Paradigms;262
5.3.4;12.3 DFC: Problem Definition and Background;265
5.3.5;12.4 An Outline of the University of Bath DFC Methodology;266
5.3.5.1;12.4.1 A Deliberate Avoidance of the Identification of Individual Changeover Tasks;268
5.3.5.2;12.4.2 The Concepts of Resources and Change Elements;268
5.3.5.3;12.4.3 The Concept of Interfaces;269
5.3.5.4;12.4.4 Further Description of Change Elements;269
5.3.5.5;12.4.5 DFC Indices and DFC Design Rules;270
5.3.5.6;12.4.6 The Design Infringement Matrix;271
5.3.5.7;12.4.7 The Concept of a Complexity Quotient;272
5.3.5.8;12.4.8 Change Drivers;273
5.3.5.9;12.4.9 Design Improvement Opportunities;273
5.3.5.9.1;12.4.9.1 Global Design Opportunity 1;273
5.3.5.9.2;12.4.9.2 Global Design Opportunity 2;273
5.3.5.9.3;12.4.9.3 Global Design Opportunity 3;274
5.3.5.10;12.4.10 Mapping the DFC Indices and the DFC Design Rules;274
5.3.5.11;12.4.11 Presenting Summary Information to the Designer;275
5.3.6;12.5 Industrial Validation: A Case of Study;276
5.3.6.1;12.5.1 A Brief Description of the Game;276
5.3.6.2;12.5.2 Value Adding Stages;277
5.3.6.3;12.5.3 Target Indices to Achieve;277
5.3.6.4;12.5.4 Raising the Capability Index;277
5.3.6.5;12.5.5 Resource Restrictions – Raising Merit Index 3;278
5.3.6.6;12.5.6 Change Element Restrictions – Raising Merit Index 4;279
5.3.6.7;12.5.7 Altered Sequence Restrictions – Raising Merit Index 5;280
5.3.6.8;12.5.8 Further Industrial Validation;280
5.3.7;12.6 Discussion;280
5.3.8;12.7 Conclusions;281
5.3.9;Acknowledgments;282
5.3.10;References;282
5.4;Chapter 13 - Additive Manufacturing for Mass Customization;285
5.4.1;Abbreviations;286
5.4.2;13.1 Introduction and Background;286
5.4.3;13.2 AM and the Realization of Mass Customized Internet Content;289
5.4.4;13.3 The Integration of Additive Manufacturing with Computer Games;291
5.4.5;13.4 Poachers and Gamekeepers;294
5.4.6;13.5 The Future;295
5.4.7;13.6 Implications of AM for MC Businesses and Future Research;297
5.4.8;13.7 Summing Up;297
5.4.9;Acknowledgments;298
5.4.10;References;298
5.5;Chapter 14 - Selecting Relevant Clustering Variables in Mass Customization Scenarios Characterized by Workers’ Learning;300
5.5.1;Abbreviations;300
5.5.2;14.1 Introduction and Background;301
5.5.2.1;14.1.1 Learning Curves;302
5.5.2.2;14.1.2 Clustering Analysis and the Silhouette Index;303
5.5.3;14.2 Method;305
5.5.3.1;14.2.1 Step 1;305
5.5.3.2;14.2.2 Step 2;306
5.5.4;14.3 Numerical Case;307
5.5.5;14.4 Conclusion;311
5.5.6;References;312
5.6;Chapter 15 - Re-examining Postponement Benefits: An Integrated Production-inventory and Marketing Perspective;314
5.6.1;Abbreviations;315
5.6.2;15.1 Introduction;315
5.6.3;15.2 Literature Background;318
5.6.3.1;15.2.1 Postponement to Accommodate Mass Customisation;318
5.6.3.2;15.2.2 Production-inventory and Marketing Coordination;319
5.6.4;15.3 The Models;320
5.6.4.1;15.3.1 Description of Manufacturing Configurations;320
5.6.4.1.1;15.3.1.1 Configuration I: Make-to-stock System – No Postponement;321
5.6.4.1.2;15.3.1.2 Configuration II: Mass Customisation with Delayed Differentiation;322
5.6.4.2;15.3.2 The Marketing Model;323
5.6.4.3;15.3.3 The Production-inventory Model;326
5.6.4.3.1;15.3.3.1 The MTS Configuration;326
5.6.4.3.2;15.3.3.2 The DD Configuration;326
5.6.4.4;15.3.4 The Integrated Model;327
5.6.4.4.1;15.3.4.1 The MTS Configuration;327
5.6.4.4.2;15.3.4.2 The DD Configuration;328
5.6.5;15.4 Analyses;328
5.6.5.1;15.4.1 Cost Minimisation Versus Profit Maximisation;329
5.6.5.2;15.4.2 The Impact of Postponement on Profitability;331
5.6.5.2.1;15.4.2.1 Aggregate Comparison;332
5.6.5.2.2;15.4.2.2 The Effect of Production Rate (m);332
5.6.5.2.3;15.4.2.3 The Effect of Unit Inventory Holding Cost (hi);333
5.6.5.2.4;15.4.2.4 The Effect of Customers’ Disutility on Waiting (ct);333
5.6.5.2.5;15.4.2.5 The Effect of Transportation Cost (cx);334
5.6.6;15.5 Conclusions;335
5.6.7;References;338
6;Part IV - Mass Customization: Case Studies;340
6.1;Chapter 16 - User Participation Within Virtual Worlds;341
6.1.1;Abbreviations;341
6.1.2;16.1 Introduction: From Traditional via Electronic to Virtual Mass Customization;342
6.1.3;16.2 Literature Background: About Virtual Worlds and Virtual Mass Customization;343
6.1.3.1;16.2.1 Virtual Worlds Are a Special Type of Social Media;343
6.1.3.2;16.2.2 Virtual World Does Not Equal Virtual World;344
6.1.3.3;16.2.3 Second Life Is the Most Prominent Virtual World;345
6.1.3.4;16.2.4 Second Life Is Not a Game but an Extension of Real Life;346
6.1.3.5;16.2.5 Second Life Offers Several Opportunities for Virtual Mass Customization;347
6.1.4;16.3 Analyses and Propositions: Dell, Philips, and Sears as Pioneers of Virtual Mass Customization;348
6.1.4.1;16.3.1 Dell: Virtual Mass Customization of RL Products;349
6.1.4.2;16.3.2 Philips: Understanding the Consumer First, Then Integrating Him in the Design Process;350
6.1.4.3;16.3.3 Sears: Too Much or Not Enough Reality for a Virtual World?;351
6.1.4.4;16.3.4 Key Insights and Lessons: Huge Potential – Just Not Yet;353
6.1.5;16.4 Conclusion: Virtual Kills the Internet Star?;355
6.1.6;References;357
6.2;Chapter 17 - Contrasting Opportunities for Mass Customisation in Food Manufacture and Food Processes;360
6.2.1;Abbreviations;361
6.2.2;17.1 Introduction;361
6.2.3;17.2 Research Background;362
6.2.4;17.3 Contemporary Goals for a Manufacturing Organisation;364
6.2.4.1;17.3.1 Management of Cross-domain Interaction;364
6.2.4.2;17.3.2 Management of Customer Relationships;365
6.2.5;17.4 Prominent Techniques of Mass Customisation;365
6.2.5.1;17.4.1 Manufacturing Flexibility;365
6.2.5.2;17.4.2 Modularity;366
6.2.5.3;17.4.3 Postponement;367
6.2.6;17.5 Case Study Investigations;367
6.2.6.1;17.5.1 Case Study Processes;368
6.2.6.2;17.5.2 Potential for the Application of Mass Customisation;370
6.2.7;17.6 Food and Drinks Manufacturing Constraints;372
6.2.7.1;17.6.1 Product Related Constraints;373
6.2.7.2;17.6.2 Operation Related Constraints;374
6.2.7.3;17.6.3 System Related Constraints;375
6.2.8;17.7 Discussion and Opportunities;375
6.2.8.1;17.7.1 Packaging and Labelling;377
6.2.9;17.8 Conclusions;379
6.2.10;Acknowledgments;379
6.2.11;References;379
7;Index;382