Demographics of mass customization: a global study of manufacturing plants

Abstract

This study explores the demographic configuration of mass customization (MC) manufacturing plants. It uses cluster analysis, ANOVA and correspondence analysis to test for differences in business unit size, location, and supply chain structure between MC and non-MC producers across the globe. The analysis uses data from an international survey of manufacturers of metal products, machinery, and instruments from 21 countries. Results indicate no significant differences in size, but significant differences in location and supply chain indicators between MC and non-MC plants. We also find renewed evidence of the positioning of MC plants in Hayes & Wheelwright's (1979) product and process matrix.

The relationship between servitization and product customization strategies

“…CUSTOM3 pertained to manufacturing process design measuring the “proportion […] of customer orders that were customized (0−100%).” As indicated by Duray et al (2000), products may be customized at the design, fabrication or assembly stages of production, corresponding to decreasing degrees of customization. Thus, and following da Silveira et al (2016), the indicator for each respondent i was given by the weighted sum of percentages assigned to three items (“DETO”; “manufactured to order” (MTO) and “assembled to order” (ATO)): …”

Australian manufacturing industry: a 20-year scoping study on barriers, opportunities and trends for its strategic development

“…Further, manufacturers need to be experienced in technology because of the quick technological changes and competitive pressures (Agarwal et al, 2018). Besides, market volatility, resources shortage and geographical distance have increased the complexity, uncertainty and interdependence of manufacturing value chains (Tortorella & Fogliatto, 2008;Silveira et al, 2016). Therefore, manufacturers need to reformulate their value chains' processes and strategies in the face of global megatrends (Pagliaro, 2019;Abele et al, 2019).…”

Agile manufacturing: an evolutionary review of practices

“…Agile manufacturing enablers of competitive advantage can be identified from a study of five dimensions of competence building that were most frequently discussed in the literature (Dubey and Gunasekaran 2015;Gunasekaran 1998;Gagnon 1999;Gordon and Sohal 2001;Fawcett and Myers 2001;Potdar, Routroy, and Behera 2017c;Sharp, Irani, and Desai 1999;Silveira, Fogliatto, and Fendyur 2016;Wu et al 2017). The five dimensions are mass customisation, supply chain networking, manufacturing automation, employee empowerment and technology utilisation.…”

“…Therefore, this notion relates to 'market sensitivity', which aimed at delivering personalised products at competitive cost (Duray 2002;Silveira, Fogliatto, and Fendyur 2016). In the same token, Squire et al (2004) and Merle et al (2010) argued that mass customisation provides superior value by enabling customer to elect and often co-design products including unique specifications.…”