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Supply chain strategy
Published in Thomas E. Johnsen, Mickey Howard, Joe Miemczyk, Purchasing and Supply Chain Management, 2018
Thomas E. Johnsen, Mickey Howard, Joe Miemczyk
The origins of production as a scientific management activity began with the Industrial Revolution (1750–1850) which started in the United Kingdom and spread to Western Europe, North America and Japan. Improvements in agriculture, manufacturing, mining and technology heralded an unprecedented period of entrepreneurship and economic growth over the next two centuries, which saw the world’s average per-capita income increase tenfold. Towards the end of the 1700s, a transition began to occur in the UK’s previously manual labour- and draught animal-based economy. The shift towards machine-based manufacturing started with the mechanization of the textile industries, development of more refined iron making and increased use of coal to fuel steam-powered engines. While elements of what was later to be termed ‘mass production’ emerged during the 1800s such as the division of labour, interchangeable parts and mechanization (Duguay et al., 1997), the dominant paradigm at the time was craft production. Craft production centres on the skills of the individual who, in a pre-industrialized world, engages in a process of one-off manufacturing and hand-fitting of pieces together without the aid of machine tools (e.g. pottery, cabinet making).
Understanding Earlier Production Systems
Published in Peter Middleton, James Sutton, Lean Software Strategies, 2020
As a result, no two craft-produced items are the same. Even if created from the same design, each will still be somewhat different because of the variations in the human touch involved in making them.1 People often consider this to be part of the craft paradigms charm. Each buyer knows he or she is getting a one-of-a-kind item. Since some uniqueness is a given, it costs relatively little more (at least percentage-wise, compared to the base price) to customize any given unit for each customer. But the price is often still very dear. Though craft production is highly flexible and customer-responsive, it is expensive; it deals with products—as well as product defects—item by item rather than systematically by type.
Game-engine based design system for mass customization
Published in Fernando Moreira da Silva, Helena Bártolo, Paulo Bártolo, Rita Almendra, Filipa Roseta, Henrique Amorim Almeida, Ana Cristina Lemos, Challenges for Technology Innovation: An Agenda for the Future, 2017
E. Castro e Costa, J.P. Duarte
Mass customization was anticipated as an evolution of mass production by Alvin Toffler (1971; 1984). As a production paradigm, it combines elements of both craft and mass production. As in craft production, it features a high degree of flexibility in its processes; it builds to order rather than to plan and it results in high levels of variety and personalization. As in mass production, mass customization generally produces in large quantities, has low unit costs, and may rely on automated production (Pine 1993). In times when consumers become ever more demanding, and differentiation becomes ever more important, a correct implementation of the mass customization paradigm can boost both customer satisfaction and profit (Bernard et al. 2012).
Development of mass customization implementation guidelines for small and medium enterprises (SMEs)
Published in Production Planning & Control, 2023
The limited attention of MC-IGs literature to SMEs, notwithstanding their need to pursue MC, is even more important considering that SMEs have specific characteristics that warrant specific MC-IGs. The few articles that focus on MC in SMEs highlight five characteristics of SMEs that are highly important for MC implementation: (1) In the craft production–mass production continuum, SMEs are generally placed between craft production and mass customization (Brunoe and Nielsen 2016); (2) SMEs have a low affinity for highly formalized approaches (Ismail et al. 2007; Lau 2011); (3) SMEs have a high affinity for incremental implementation of changes (Ismail et al. 2007); (4) SMEs have a high need for external experts to monitor the MC implementation process (Ismail et al. 2007); and (5) SMEs have limited resources for implementing advanced initiatives (Brown and Bessant 2003; Ismail et al. 2007; Yeung and Choi 2011; Stojanova, Suzic, and Orcik 2012; Boer, Nielsen, and Brunoe 2018).
Energy recovery from brewery spent grains and spent coffee grounds: a circular economy approach to waste valorization
Published in Biofuels, 2023
Ibijoke A. Idowu, Khalid Hashim, Andy Shaw, Leonel J. R. Nunes
BSG and SCG are two widespread types of waste generated in growing amounts, given the increase in the consumption of beer and coffee [29,30]. The first type essentially results from the brewing industry, but similar waste materials can be found in the distillation, including spirits (beverage), and ethanol industries, which can vary in scale, depending on whether it is a mass production process or of the so-called craft production [31]. The second type of waste is generated at coffee consumption points (households, coffee shops, …), and may also be associated with food industries in which coffee is part of the composition of several products [32,33]. In the catering and hospitality sector, the waste generated will appear smaller than in the industry, and even smaller in the domestic sector. This is an apparent issue, as the potential for generating waste in the domestic sector can be much higher than in other sectors. However, the dispersion of production points makes the collection process a real challenge, being much easier to value the waste from industry or services (catering and hospitality sectors).
Allocation and scheduling of digital dentistry services in a dental cloud manufacturing system
Published in International Journal of Computer Integrated Manufacturing, 2021
Siavash Valizadeh, Omid Fatahi Valilai, Mahmoud Houshmand
Dental productions are highly personalized and customized to the needs of each patient, which requires that the design and production processes are tailored to each demand. Consequently, it is distinct from other types of production systems such as craft production, mass production, lean production and mass customization (Mourtzis and Michael 2014; Koren 2010) (Figure 2). In this condition, if the final product does not meet the required requirements, it is not suitable for use. Thus, all components of digital dentistry help stakeholders complete their tasks with the highest possible accuracy and precision. In conclusion, digital dentistry introduces a pull-oriented supply chain in medicine that all stakeholders should be agile in meeting demands (Mourtzis 2016).