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论文作者:英国论文论文属性:本科毕业论文 Thesis登出时间:2011-06-26编辑:anterran点击率:5358
论文字数:5684论文编号:org201106261541435612语种:英语 English地区:英国价格:$ 55
关键词:英国伦敦大学毕业论文FlexibilityMass customizationOperations managementSurveys大规模定制运营管理
摘要:英国伦敦大学毕业论文-有关大规模定制的运营管理探索性调查(Implications of mass customization for operations management-An exploratory survey),本文以灵活性的方式对大规模定制运营管理作了一个调查分析,由英语论文网英国毕业论文代写部提供。
International Journal of Operations &Production Management
英国伦敦大学毕业论文MCB University Press, 0144-3577
Implications of mass
customization for operations
management
An exploratory survey
PaÈr AÊ hlstroÈm
Stockholm School of Economics, Stockholm, Sweden, and
Roy Westbrook
London Business School, London, UK
Keywords Flexibility, Mass customization, Operations management, Surveys
Abstract This paper reports the results of a survey conducted to explore issues surrounding
mass customization and in particular its implications for operations management. The findingscover the market changes driving customization, the methods used to provide customized goods,the positive and negative effects of customization, and the difficulties of implementation. Thereare shown to be important implications for operations management in a strategy of masscustomization, and thus substantial scope for further research by operations managementacademics.
Introduction
Mass customization is a term first coined to describe a trend towards theproduction and distribution of individually customized goods and services for amass market (Davis, 1987). As such, mass customization is related to the term``flexible production'', as used by Dertouzos et al. (1989). The concept of masscustomization was first fully expounded by Pine (1993a), based on a survey ofUS firms, and elaborated by him and by others in a series of articles in theHarvard Business Review (Gilmour and Pine, 1997; Pine et al., 1993; 1995).These papers all imply a view of mass customization as in some sense ahistorically inevitable successor to mass production, the principal way in whichto compete in the future. An alternative view, which saw mass customizationand mass production as co-existing in the same firm and the benefits derivedfrom the synergy between them, was put forward by Kotha (1995) based on theexperience of a Matsushita division, Panasonic Bicycle. The same company,and other Japanese examples, were reported by Westbrook and Williamson(1993). Only two cases in the UK have been reported (Beaty, 1996; Ross, 1996).
All of these articles appeared in the strategic and general managementliterature and are mainly concerned with the strategic impact of masscustomization. Despite the common use of case examples and some reportageof operational details, there has been little research into the operationsmanagement issues raised by mass customization. Furthermore, masscustomization is barely mentioned in recent editions of important textbooks(e.g. Slack et al., 1995) or operations management journals (an exception isImplications ofmasscustomization
263
Duguay et al., 1997). This may be because mass customization is seen purely as
a strategic theme or because there is a healthy scepticism about fads orpanaceas among operations management academics. Yet there is surely a
prima facie case for considerable interest by operations managementresearchers in the topic. For as reported hitherto mass customization wouldappear to go beyond ``flexibility'' or ``agility'' to the provision of customizedgoods and services for the mass market. This means not merely makingoperational adjustments for specific orders but developing a process which can
supply very numerous customer-chosen variations on every order with littlelead time or cost penalty. This challenges the traditional trade-offs in which theoperations management community has long had a close 本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。