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IT Infrastructure and the Internet of Things
Published in John P.T. Mo, Ronald C. Beckett, Engineering and Operations of System of Systems, 2018
Mass customization is the key to satisfy this demand. Mass customization production is a challenge to existing production management systems. It would be difficult to maintain efficient use of the production system for the build-to-order approach which is most often associated with a customization strategy. Each item in the global business network will have to be individually identified to enable customization of features and functions to meet customer needs. There are two aspects of the customization process. First, the customer should be given the opportunity to specify his or her needs. Second, the supply chain should have built-in functionality that can respond to individual customer specifications. Both aspects affect the effectiveness of production planning that depends heavily on availability of information from IoT.
Footwear customization: A win-win shared experience
Published in Gianni Montagna, Cristina Carvalho, Textiles, Identity and Innovation: Design the Future, 2018
Mass customization appears as a balance between the demand for customized products and the cost-efficiency goals of companies. In a market that tends to be increasingly heterogeneous, mass customization seems to be a positive response to consumer needs and organizational goals (Wang et al. 2013). However, in spite of all the advantages and potential of co-design-based application, customization tends to make production and distribution processes more complex, which may at first appear to be a difficult adaptation for companies to produce custom models in particular for those who are specialized in producing few models in high quantities. However, it is possible if some simple adaptations are made, such as the creation of a parallel production line of a smaller and more sustainable size for the company. This trend towards customization is increasingly practiced and consumers who buy custom footwear tend to establish loyalty bonds with brands and buy more (World Footwear 2017).
Strategic foundations and capabilities of mass customization
Published in Fabio Schillaci, Product Configurators, 2017
When Adidas enters a learning relationship with its customers, it increases the revenues from each customer because, in addition to the actual product benefits, it simplifies the purchasing decision so that the customer keeps coming back. Why would a customer switch to a competitor – even one who could deliver a comparable customized product – if Adidas already has all the information necessary for supplying the product? A new supplier would need to repeat the initial process of gathering data from the customer. Similarly, in the example of mymuesli, customers get a personal mix-id after the first trial of customization, and they only need to give it back to reorder their favorite mixture. Moreover, the customer has now learned how self-integration into the process can successfully result in the creation of a product. By aggregating information from a segment of individual customers, Adidas also gains valuable market research knowledge. As a result, new products for the mass-market segment can be planned more efficiently, and market research is more effective because of unfiltered access to data on market trends and customers’ needs. This is of special benefit to those companies that unite large-scale make-to-stock production with tailored services. Mass customization can thus become an enabling strategy for higher efficiency of a mass production system.
Modularisation strategies in the AEC industry: a comparative analysis
Published in Architectural Engineering and Design Management, 2020
Sara Shafiee, Poorang Piroozfar, Lars Hvam, Eric R.P. Farr, George Q. Huang, Wei Pan, Anders Kudsk, Jeppe Bredahl Rasmussen, Manuel Korell
The development of lean production led to the slow emergence of the paradigm of ‘mass customisation’ (Pine, 1993). Mass customisation is defined as the low-cost, high-volume and efficient production of personalised products, meeting all the individual requirements requested by clients in their orders (Felfernig, Hotz, Bagley, & Tiihonen, 2014; Forza & Salvador, 2006). The fastest way to the mass customisation of complex offerings is modular product packages and their subsequent on-demand configurations; what is also known as the configure-to-order (CTO) (Kratochvíl & Carson, 2005). The best method of customisation is the ‘Lego brick box’ of modular products that can be configured quickly on demand. As the range of complexity and product variety increases, engineer-to-order (ETO) strategies have become more prevalent to create highly engineered complex product variants tailored to the customer's specific requirements (Wikner & Rudberg, 2005).
The Effect of Online Customization on Consumers’ Happiness and Purchase Intention and the Mediating Roles of Autonomy, Competence, and Pride of Authorship
Published in International Journal of Human–Computer Interaction, 2020
The concept of customization is not new. Customization is a process that reflects one’s specific needs and wants in products (Piller, Moeslein, & Stotko, 2004). Mass customization is a combination of mass production and customization. This production system meets the diverse and complex needs and expectations of consumers, but still maintains the mass production process to reduce the production cost per product unit so consumers can purchase the products at a low price (Seo, & Lang, 2019; Silveira, Borenstein, & Fogliatto, 2001). Mass customization is a consumer-centric marketing strategy for consumers who feel skeptical about mass-produced products and want to have their own unique product (Certain & Stuetzle, 1999). In general, mass customization products are manufactured through a relatively simple process of customers choosing and designing the colors or materials of an off-the-self product, or engraving the initials of the consumer’s name. Despite this simple process, only a few companies have adopted customization because of several barriers such as the need for consumers to visit an offline store to measure their body size, a relatively long lead time, and low price competitiveness (Heizer & Render, 2011).
The reduction of product and process complexity based on the quantification of product complexity costs
Published in International Journal of Production Research, 2020
Lars Hvam, Christian Lindschou Hansen, Cipriano Forza, Niels Henrik Mortensen, Anders Haug
Blecker et al. (2004) described how to apply mass customisation to eliminate the process complexity caused by the increasing variation in the product architecture, inventory, and order-taking process, and they discussed the relationships between mass customisation and complexity. On the one hand, when applied as a pure customisation strategy, mass customisation increases product variety, which results in high planning and scheduling complexity; on the other hand, as the customer-order decoupling point moves towards the front end, mass customisation reduces product configuration and inventory complexity (Blecker et al. 2004). The degree of product customisation impact complexity in several ways since it deeply impacts the organisational design for mass customisation (Sandrin, Trentin, and Forza 2014). However, a company in choosing its degree of product customisation is influenced by several factors and in particular the demand dynamism (Sandrin 2016).