Mass Customization (eBook)

Flavio S. Fogliatto is Professor of Engineering in the Industrial and Transportation Engineering Department of the Federal University of Rio Grande do Sul, Porto Alegre, Brazil. Giovani J.C. da Silveira is an associate professor in the Haskayne School of Business at the University of Calgary, Calgary, Canada.

Preface 6
Contents 11
Part I - Mass Customization Contexts 19
Chapter 1 - Designing and Planning for Mass Customization in a Large Scale Global Production System 20
Abbreviations 21
1.1 Introduction 21
1.2 Literature Background 22
1.3 Methods and Analysis 25
1.4 Case Study 37
1.5 Conclusion 39
References 40
Chapter 2 - Process Typology of Mass Customizers 45
2.1 Introduction 45
2.2 Mass Customization and the Product Process Matrix 46
2.2.1 Defining the Product Process Matrix 46
2.2.2 Strategy of the Diagonal 49
2.2.3 Defining Made-to-order 50
2.2.4 The Paradox of Mass Customization 51
2.3 Defining Mass Customization 51
2.4 Developing the New Model – Volume, Variety, and Variation 53
2.4.1 Volume and Variety 53
2.4.2 The Third Dimension – Variation 55
2.5 Future Directions 58
2.6 Conclusion 59
References 59
Chapter 3 - Service Customization Through Dramaturgy 60
Abbreviations 61
3.1 Introduction 61
3.2 Background 62
3.2.1 Customization of Service Operations 63
3.2.2 Typology Dimensions: Time Pressure to Customize and Level of Customization Required 64
3.2.3 Dramaturgy 65
3.2.4 The Service Performance: Scripts and Improvisation 67
3.3 A Typology of Service Customization Configurations 69
3.3.1 Embellished Customization 70
3.3.2 Predetermined Customization 71
3.3.3 Prompt Customization 72
3.3.4 Intuitive Customization 72
3.4 Discussion and Implications 74
3.4.1 Configuration Fit 74
3.4.2 The Lure of the Diagonal 75
3.4.3 Global Services and Customizing the Performance 75
3.5 Conclusion 76
References 77
Part II - Engineering and Management of Mass Customized Products 81
Chapter 4 - NPD-SCM Alignment in Mass Customization 82
Abbreviations 83
4.1 Introduction 84
4.2 Literature Background 85
4.2.1 NPD-SCM Alignment 85
4.2.2 Mass Customization 86
4.3 Aligning NPD and SCM in Mass Customization 88
4.3.1 Innovativeness and Dynamic Variety 90
4.3.2 Supply Chain Configuration, Collaboration, and Coordination Complexity 91
4.3.3 Supply Chain Performance 91
4.3.4 Alignment Framework and Propositions 92
4.3.4.1 Modularity 92
4.3.4.2 Innovativeness 93
4.3.4.3 Variety 94
4.3.4.4 Supply Chain Complexity and Performance 95
4.4 Conclusions 96
References 97
Chapter 5 - Managing Technological Innovations Affecting Product Complexity, Modularity, and Supply Chain Structure 99
Abbreviations 100
5.1 Introduction 100
5.2 Modularization, Customization, and Technological Innovations in the Automotive Industry 103
5.3 Modularity and Mass Customization in Motor Coaches and Transit Buses 105
5.4 Methodology 107
5.5 Modular Systems Development for Motor Coaches/Transit Buses (Heavy Duty Vehicles) 109
5.6 Findings 110
5.6.1 Control of Product Architecture 110
5.6.2 Autonomy of Suppliers 110
5.6.3 Sources of Innovation 111
5.7 Conclusions 113
Appendix 114
References 115
Chapter 6 - The Platform Formation Problem 117
Abbreviations 117
6.1 Introduction 118
6.2 Background 119
6.3 Problem Description 121
6.3.1 The Single Platform Design Formulation 124
6.3.2 The Multiple Platform Problem 124
6.3.2.1 Improving the Formulation 125
6.3.3 Single Platform Design under Stochastic Demand Problem 126
6.3.3.1 Model Formulation 127
6.4 An Illustrative Example 129
6.5 Conclusion and Recommendations for Future Research 133
References 134
Chapter 7 - Shape Commonalization to Develop Common Platforms for Mass Customization 137
Abbreviations 138
7.1 Introduction and Background 138
7.2 Literature Review 139
7.2.1 Product Platform 139
7.2.2 Similarity Measurements 140
7.3 Method 142
7.3.1 Step 1: Extraction of Information from 3D Models 143
7.3.1.1 Design Components in CAD 143
7.3.1.2 Extraction of Feature Information and Corresponding Dimensions 143
7.3.1.3 Storing and Sorting the Information 144
7.3.2 Step 2: Common Platform Development 145
7.3.2.1 Indices for Component Shape Comparison 145
7.3.2.2 Platform Indices 151
7.4 Case Studies 153
7.4.1 Case Study 1 – Cell Phone Casings Product Platform 153
7.4.2 Case Study 2 – Coffeemaker Product Platform 156
7.5 Concluding Remarks 160
References 161
Chapter 8 - A Platform Identification Method for Service Family Design Using a Process Model and a Clustering Method 163
Abbreviations 164
8.1 Introduction and Background 165
8.2 Method for Service Module and Platform Identification 166
8.2.1 Phase 1: Service Analysis and Model 167
8.2.1.1 Service Selection and Analysis 167
8.2.1.2 Service Process Model 169
8.2.2 Phase 2: Service Ontology 170
8.2.3 Phase 3: Module and Platform Identification 172
8.2.3.1 Fuzzy Clustering for Defining Modules 172
8.2.3.2 Platform Level Determination 173
8.2.3.3 Interpretation of Results 174
8.3 Case Study 174
8.3.1 Phase 1: Service Process Model 175
8.3.1.1 Service Selection and Analysis of the Service Family 175
8.3.1.2 Service Process Model 176
8.3.2 Phase 2: Service Ontology 176
8.3.3 Phase 3: Module and Platform Identification 179
8.3.3.1 Fuzzy Clustering for Defining Modules 179
8.3.3.2 Platform Level Determination and Result Interpretation 180
8.4 Closing Remarks and Future Work 181
Acknowledgments 181
References 181
Chapter 9 - A STEP-compliant Online Product Digital Library for Customized Products 183
Abbreviations 184
9.1 Introduction 184
9.2 Literature Review 185
9.3 System Architecture 187
9.4 STEP-compliant Product Digital Library 189
9.4.1 Product Knowledge Model 190
9.4.2 Product Data Object 191
9.5 Case Study 192
9.5.1 Modeling Product Inspection Information 193
9.5.2 Online Product Digital Library 195
9.5.2.1 Product Data Interface 195
9.5.2.2 STEP-compliant Product Knowledgebase 196
9.5.3 Modeling Product Manufacturing Process Data 198
9.5.4 Modeling Product Assembly Information Data 199
9.5.5 Discussion 201
9.6 Conclusion and Future Work 202
Acknowledgments 203
References 203
Part III - Engineering and Management of Processes for Mass Customization 205
Chapter 10 - Production Planning and Control for Mass Customization – A Review of Enabling Technologies 206
Abbreviations 207
10.1 Introduction 207
10.2 Enabling Framework for MC Production Planning and Control 211
10.3 Enablers for Mass Customization 213
10.3.1 Strategic Enablers in Product Design 214
10.3.2 Strategic Enablers in Sales and Purchases 216
10.3.3 Tactical Enablers in Product Design, Sales, and Purchases 218
10.3.4 Strategic Enablers in Manufacturing 220
10.3.5 Tactical Manufacturing Enablers 222
10.4 Conclusion 224
Acknowledgments 225
References 225
Chapter 11 - Designing and Planning of Material Handling Systems for Mass Customization 230
Abbreviations 231
11.1 Introduction 232
11.2 Designing and Planning Considerations on Material Handling Systems for Mass Customization 233
11.2.1 Different Flexible Material Handling Systems 233
11.2.2 The Designing and Planning of Flexible Material Handling Systems 234
11.2.2.1 Qualitative Performance Comparison of Material Handling Systems 235
11.2.2.2 Performance Measures 235
11.2.2.3 Structure of the Free-ranging Material Handling System 238
11.2.2.4 Methodology of the Free-ranging Material Handling System 239
11.3 Industrial Application for the Apparel Industry 240
11.3.1 Existing Material Handling Systems for the Apparel Industry 240
11.3.2 System Layout Design 243
11.3.3 Potential Advantages of the Free-ranging Material Handling System 244
11.3.4 Economical Feasibility Analysis on Free-ranging MHS 248
11.3.4.1 Cost Estimation of Adopting Automatic MHSs 248
11.3.4.2 Capital Investment in Automatic Material Handling Systems 251
11.3.5 Sensitivity Analysis on Adopting Automatic MHSs 253
11.4 Conclusion 254
Acknowledgments 255
References 255
Chapter 12 - Design for Changeover (DFC): Enabling Flexible and Highly Responsive Manufacturing 258
Abbreviations 259
12.1 Introduction 259
12.1.1 Change Drivers: Forces to Change Manufacturing Systems 260
12.1.2 The Nature of Uncertainty 260
12.1.3 Changeover Assisting Business Response to Uncertainty 261
12.2 Modern Manufacturing Paradigms 262
12.3 DFC: Problem Definition and Background 265
12.4 An Outline of the University of Bath DFC Methodology 266
12.4.1 A Deliberate Avoidance of the Identification of Individual Changeover Tasks 268
12.4.2 The Concepts of Resources and Change Elements 268
12.4.3 The Concept of Interfaces 269
12.4.4 Further Description of Change Elements 269
12.4.5 DFC Indices and DFC Design Rules 270
12.4.6 The Design Infringement Matrix 271
12.4.7 The Concept of a Complexity Quotient 272
12.4.8 Change Drivers 273
12.4.9 Design Improvement Opportunities 273
12.4.9.1 Global Design Opportunity 1 273
12.4.9.2 Global Design Opportunity 2 273
12.4.9.3 Global Design Opportunity 3 274
12.4.10 Mapping the DFC Indices and the DFC Design Rules 274
12.4.11 Presenting Summary Information to the Designer 275
12.5 Industrial Validation: A Case of Study 276
12.5.1 A Brief Description of the Game 276
12.5.2 Value Adding Stages 277
12.5.3 Target Indices to Achieve 277
12.5.4 Raising the Capability Index 277
12.5.5 Resource Restrictions – Raising Merit Index 3 278
12.5.6 Change Element Restrictions – Raising Merit Index 4 279
12.5.7 Altered Sequence Restrictions – Raising Merit Index 5 280
12.5.8 Further Industrial Validation 280
12.6 Discussion 280
12.7 Conclusions 281
Acknowledgments 282
References 282
Chapter 13 - Additive Manufacturing for Mass Customization 285
Abbreviations 286
13.1 Introduction and Background 286
13.2 AM and the Realization of Mass Customized Internet Content 289
13.3 The Integration of Additive Manufacturing with Computer Games 291
13.4 Poachers and Gamekeepers 294
13.5 The Future 295
13.6 Implications of AM for MC Businesses and Future Research 297
13.7 Summing Up 297
Acknowledgments 298
References 298
Chapter 14 - Selecting Relevant Clustering Variables in Mass Customization Scenarios Characterized by Workers’ Learning 300
Abbreviations 300
14.1 Introduction and Background 301
14.1.1 Learning Curves 302
14.1.2 Clustering Analysis and the Silhouette Index 303
14.2 Method 305
14.2.1 Step 1 305
14.2.2 Step 2 306
14.3 Numerical Case 307
14.4 Conclusion 311
References 312
Chapter 15 - Re-examining Postponement Benefits: An Integrated Production-inventory and Marketing Perspective 314
Abbreviations 315
15.1 Introduction 315
15.2 Literature Background 318
15.2.1 Postponement to Accommodate Mass Customisation 318
15.2.2 Production-inventory and Marketing Coordination 319
15.3 The Models 320
15.3.1 Description of Manufacturing Configurations 320
15.3.1.1 Configuration I: Make-to-stock System – No Postponement 321
15.3.1.2 Configuration II: Mass Customisation with Delayed Differentiation 322
15.3.2 The Marketing Model 323
15.3.3 The Production-inventory Model 326
15.3.3.1 The MTS Configuration 326
15.3.3.2 The DD Configuration 326
15.3.4 The Integrated Model 327
15.3.4.1 The MTS Configuration 327
15.3.4.2 The DD Configuration 328
15.4 Analyses 328
15.4.1 Cost Minimisation Versus Profit Maximisation 329
15.4.2 The Impact of Postponement on Profitability 331
15.4.2.1 Aggregate Comparison 332
15.4.2.2 The Effect of Production Rate (m) 332
15.4.2.3 The Effect of Unit Inventory Holding Cost (hi) 333
15.4.2.4 The Effect of Customers’ Disutility on Waiting (ct) 333
15.4.2.5 The Effect of Transportation Cost (cx) 334
15.5 Conclusions 335
References 338
Part IV - Mass Customization: Case Studies 340
Chapter 16 - User Participation Within Virtual Worlds 341
Abbreviations 341
16.1 Introduction: From Traditional via Electronic to Virtual Mass Customization 342
16.2 Literature Background: About Virtual Worlds and Virtual Mass Customization 343
16.2.1 Virtual Worlds Are a Special Type of Social Media 343
16.2.2 Virtual World Does Not Equal Virtual World 344
16.2.3 Second Life Is the Most Prominent Virtual World 345
16.2.4 Second Life Is Not a Game but an Extension of Real Life 346
16.2.5 Second Life Offers Several Opportunities for Virtual Mass Customization 347
16.3 Analyses and Propositions: Dell, Philips, and Sears as Pioneers of Virtual Mass Customization 348
16.3.1 Dell: Virtual Mass Customization of RL Products 349
16.3.2 Philips: Understanding the Consumer First, Then Integrating Him in the Design Process 350
16.3.3 Sears: Too Much or Not Enough Reality for a Virtual World? 351
16.3.4 Key Insights and Lessons: Huge Potential – Just Not Yet 353
16.4 Conclusion: Virtual Kills the Internet Star? 355
References 357
Chapter 17 - Contrasting Opportunities for Mass Customisation in Food Manufacture and Food Processes 360
Abbreviations 361
17.1 Introduction 361
17.2 Research Background 362
17.3 Contemporary Goals for a Manufacturing Organisation 364
17.3.1 Management of Cross-domain Interaction 364
17.3.2 Management of Customer Relationships 365
17.4 Prominent Techniques of Mass Customisation 365
17.4.1 Manufacturing Flexibility 365
17.4.2 Modularity 366
17.4.3 Postponement 367
17.5 Case Study Investigations 367
17.5.1 Case Study Processes 368
17.5.2 Potential for the Application of Mass Customisation 370
17.6 Food and Drinks Manufacturing Constraints 372
17.6.1 Product Related Constraints 373
17.6.2 Operation Related Constraints 374
17.6.3 System Related Constraints 375
17.7 Discussion and Opportunities 375
17.7.1 Packaging and Labelling 377
17.8 Conclusions 379
Acknowledgments 379
References 379
Index 382