Linking learning and effective process implementation to mass customization capability

Abstract

This study investigates the role of learning and effective process implementation in the development of mass customization capability. Building upon the knowledge-based view of the firm, we argue that internal and external learning are two knowledgegeneration routines that contribute to effective process implementation. Effective process implementation, in turn, is a knowledgebased manufacturing capability, which, as a function of internal and external learning, leads to mass customization capability. We employ structural equation modeling to empirically test the effects of learning on mass customization capability, mediated by effective process implementation, using survey data collected from 100 manufacturing plants in 3 industries and 6 countries. Our results provide empirical evidence supporting the proposed model of the effect of internal and external learning on mass customization capability, fully mediated by effective process implementation. This research is one of the first studies to integrate insights from the knowledge-based view of the firm and mass customization. It complements the OM view of mass customization, which to date has largely focused on the technical side, by demonstrating the role of managerial practices and learning in cultivating mass customization capability in a manufacturing environment. Published by Elsevier B.V.

Impact of Product Modularity on Mass Customization Capability: An Exploratory Study of Contextual Factors

“…Moreover, previous training can improve employees' understanding of new jobs and reduce the quantity of information to be processed. Thus, manufacturers can improve their information processing capability by using multifunctional employees who can absorb the impact of uncertainty by increasing the Tang, et al 7 availability of human resources. 34 Furthermore, manufacturers can reduce the uncertainty caused by the division of labor and provide flexible human resources that can be easily reorganized to produce different modules according to customers' demands and design changes.…”

“…Six items were used to measure the four aspects of mass customization capability: high volume customization, customization cost efficiency, customization responsiveness, and customization quality. 7 Product modularity was operationalized in the context of whether the products were designed to be common and reconfigurable modules. 57 Information system capacity was measured in terms of the investments in the information systems used in the areas of inventory management, order management, design (CAD/CAE), product data management, and groupware tools (e.g., Lotus Notes).…”

“…[3][4][5][6], which can be defined as the ability to reliably offer a high volume of different product options to better meet customer demands without incurring substantial tradeoffs in cost, delivery, and quality. 2,7 Many researchers have proposed that product modularity is an important manufacturing practice for MCC (e.g., Refs. 1, 2, 4, and [8][9][10][11][12][13][14].…”

The knit on demand supply chain

“…Pine [4] describes mass customization as the ability to produce individualized garments at near mass production efficiency. It both addresses the market's surplus and allows companies to reduce lost sales [5,6]. Although few traditional fashion companies have explored mass customization, new businesses such as Tailor Store AB and SOMconcept AB have appeared.…”

Mass customization of teaching and training in organizations: design principles and prototype evaluation

“…Tu, Vonderembse and Ragu-Nathanb (2001) define MC as "the ability of a firm to quickly produce customized products on a large scale at a cost comparable to non-customized products". Further MC researchers such as Da Silveira et al (2001), Huang, Kristal and Schroeder (2008), Liu, Shah and Schroeder (2006), McCarthy (2004) and Pine (1993) support this definition. The 'product' can comprise material goods (e.g.…”