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