The effects of mass customisation on productivity

Alvan, Arzu; Aydin, Ali Orhan

doi:10.1504/ijmassc.2009.021661

Cited by 6 publications

(3 citation statements)

References 23 publications

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“…Even though the Knit on Demand production processes did not perfectly match what Miltenburg [20] describes as one-piece flow, they shared common benefits such as high flexibility and product quality. However, drawbacks of mass customization include decreased productivity [38] and high manufacturing costs that result from the need for increased control in knitting operations.…”

Section: Knit On Demand In a Logistics Perspectivementioning

confidence: 99%

The knit on demand supply chain

Larsson¹,

Peterson²,

Mattila³

2012

Autex Research Journal

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The knit on demand supply chain As customers’ tastes become more differentiated, so must companies’ offerings evolve. The demand for variety may soon become unmanageable, and several companies are addressing this trend by adopting a system of mass customization. One project, Knit on Demand, has been conducted by the Swedish School of Textiles in close collaboration with a knitting company and a retailer of tailored fashion in Stockholm. Production and sales of customized products pose logistical challenges for the companies involved, including the one-piece flow through almost the entire supply chain and the demand for short lead times in an otherwise slow environment, adding to the cost of manufacturing mass customized garments. Customization has logistical benefits such as minimised inventory; hence, high inventory turnover and the possibility of fast response to meet customer demand. The Knit on Demand concept can be considered as leagile because it comprises both lean and agile components. It is lean in the manufacturing stage upstream and agile downstream to better respond to customer demand on the market.

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Section: Knit On Demand In a Logistics Perspectivementioning

confidence: 99%

The knit on demand supply chain

Larsson¹,

Peterson²,

Mattila³

2012

Autex Research Journal

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“…This means the production system must be robust in order to cope with high production volumes . On the other hand, the system must be sufficiently flexible to handle an increasing number of variants (Ahlström and Westbrook, 1999;Qiao et al, 2006;Alvan and Aydin, 2009). Due to the lack of experience with the new product, however, additional capacities might be necessary during the ramp-up period to overcome volume-related problems .…”

Section: Implementation Of the Hvlm Strategymentioning

confidence: 99%

An exploration of ramp-up strategies in the area of mass customisation

Slamanig¹,

Winkler²

2011

IJMASSC

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Most approaches in the field of mass customisation have assumed both a given and a stable product range which is continuously improved, e.g., by gradually adding new variants due to shifts in customer preferences. Curiously, within the field of mass customisation there are no studies that address problems related to new product introduction. Although mass customisation is a hybrid competitive strategy that aims at simultaneously achieving cost and differentiation advantage, we found out that a simultaneous ramp-up strategy for new products and product generations is not always practicable for companies in different industrial sectors, such as automotive and electronic industry. Thus, for a successful product introduction in the area of mass customisation we developed two sequential ramp-up strategies: the high-volume-low-mix (HVLM) strategy and the low-volume-high-mix (LVHM) strategy. Results from an explorative study in different industries produced evidence that our ramp-up strategies present two practicable strategic alternatives for successfully introducing new products in the area of mass customisation. To decide which ramp-up strategy should be used, we define a set of ramp-up specific criteria that are presented in this paper. Subsequently, we discuss some selected recommendations for the implementation of the two ramp-up strategies.Keywords: mass customisation; product introduction; ramp-up; ramp-up strategies.Reference to this paper should be made as follows: Slamanig, M. and

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“…Demands for better quality, lower cost, technological product updating (Zacharia & Mentzer, 2007), growing consumer demand for quick responses, smaller production batches of customized products, shorter product lifecycles, customers' new requirements (Lam & Chin, 2005), multiple regulatory changes and the constant pressure for innovation obligates companies to continuously develop and offer products and services that must be perceived by customers as value-adding opportunities. By creating customer-producer links, companies can prevent competitors from getting part their market share (Alvan & Aydin, 2009, Rocha, Delamaro, & Affonso, 2012. It makes the product development process (PDP) a critical success factor for companies .…”

Section: Introductionmentioning

confidence: 99%

MASS CUSTOMIZATION ENABLEMENT THROUGH LEAN DESIGN & SET-BASED CONCURRENT ENGINEERING APPLICATION

Rocha

Souza²,

Filho

2014

JOSCM

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ABSTRACT:This research, which is an expanded version of a paper presented at the XVII SIMPOISymposium of Production Management, Logistics and International Operations, purported to discuss the concepts of mass customization in the automotive industry and how the use of lean principles in product development enables a profitable Design and Production customization. The results of a case study performed at an automaker plant in southern Rio de Janeiro state, Brazil, proved the efficiency of the company practice to develop simultaneously multiple concepts for each mechanism or Project detail, with substantial increase in design reliability, reducing redesign, cost, and development time, although cultural barriers were found.

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The effects of mass customisation on productivity

Cited by 6 publications

References 23 publications

The knit on demand supply chain

The knit on demand supply chain

An exploration of ramp-up strategies in the area of mass customisation

MASS CUSTOMIZATION ENABLEMENT THROUGH LEAN DESIGN & SET-BASED CONCURRENT ENGINEERING APPLICATION

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