An integrated solution—KAGFM for mass customization in customer-oriented product design under cloud manufacturing environment

Mapping the Scientific Research on Mass Customization Domain: A Critical Review and Bibliometric Analysis

“…The third period, 1987The third period, -1989 illustrates the origin of the term MC and its practical transition to a new multidimensional and combined business and manufacturing strategy. Retrospectively, and from the content point of view, the main evolution of the MC concept can be split into three main periods and sub-stages including the traditional MC from the 1990s, its transformation to the electronic or customer-driven MC and Mass Personalisation (further MP) concepts from late 2000s, while in the last decade the transition of the concept to a combined version with Personalization (named as Mass Customization and Personalization (MCP)) and digitalization domains (named as E-MC) is identified (Pollard et al 2016;Xu et al 2016;Zhang et al 2019). This assumption about the development of the MC concept is related to the direction and content of the scientific research in the MC domain as well.…”

“…This position is also supported by Joergensen et al (2014) by stating that MC is a general, strategic level change model, while MP is the most relevant towards individual customers or small groups of customers as it generates requirements for a service or product. This is a questionable position, taking into evaluation recent trends in MC, where a tendency of E-MC, Smart Customization or Agile MC application is identified and, respectively, partly indicated in Figure 7 (Xu et al 2016;Zhang et al 2019).…”

“…In the last decade, a recognition of an extended concept meaning and scientific studies can be explained as a transition from a standard understanding of a stand-alone business/manufacturing/ operations strategy or a concept oriented narrowly to a technological-instrumental approach, to a widespread e-business philosophy and a value driver of economics with a concentrated focus on synergy, digitization and sustainability features. Paradoxically, during this time, the well recognized terms MC, Individualization, Modularization or MP were transformed into buzzwords such as Mass Customerization, Smart Customization, Agile MC, Sustainable MC, but they still stand for the creation of new possibilities to set up highly contextualized, cost efficient, globally available customized goods or service solutions for local markets or microsegments of customers (Pourabdollahian et al 2014;Xu et al 2016;Chatzopoulos 2017;Tiihonen and Felfernig 2017;Grosso and Forza 2019).…”

A new paradigm for virtual knowledge sharing in product development based on emergent social software platforms

“…the person/organisation purchasing products/services) and end-users, that is, those actually using the product/service. 8 Nowadays, it is no longer sufficient for internal departments to simply work in cross-functional teams sharing ideas captured from the lessons learned and experience gained from previous projects. Manufacturers must now engage in real-time conversation with stakeholders during the PD process, including end-users and supply chain partners, utilising current Web 2.0 technologies to communicate and identify recommended changes and enhancements to existing ranges.…”

Digitalization Impact on Transformations of Mass Customization Concept: Conceptual Modelling of Online Customization Frameworks

“…Over three decades of efficient adaptation, the Mass Customization concept has resulted in numerous practical transitions and transformations as well as gained a label of a suitable strategy and business model to apply in the constantly changing context of digitalization and sustainability trends. Moreover, it leads to an open consideration as being one of leading concepts in reducing the gap and satisfying design and participation needs of online customers, supporting modelling their behaviour as well as encouraging business improvements and competitive advantage through combined management and technology innovations (Risdiyono and Komsap, 2013;Xu et al, 2016;Xu et al, 2017). Moreover, it is noticed that this digital transformation progresses more slowly in traditional manufacturing organizations and in markets with low-tech specifics as well as a low adoption rate of Mass Customization overall due to homogeneous needs of end-users and Mass Production effectiveness (Broekhuizen and Alsem 2002;Kanama, 2018).…”