The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study
This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing atte...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2003 |
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| Schlagwörter: |
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| Umfang: |
24 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
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| Übergeordnetes Werk: |
In: International journal of operations & production management - Bingley : Emerald, 1980, 23(2003), 7, Seite 707-730 |
| Übergeordnetes Werk: |
volume:23 ; year:2003 ; number:7 ; pages:707-730 ; extent:24 |
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| DOI / URN: |
10.1108/01443570310481522 |
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NLEJ219687641 |
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| 520 | |a This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. | ||
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10.1108/01443570310481522 doi (DE-627)NLEJ219687641 DE-627 ger DE-627 rakwb eng XA-GB The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study 2003 24 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. Emerald Fulltext Archive Database 1994-2005 Agile production Mass customization Strategic planning Brown, Steve oth Bessant, John oth In International journal of operations & production management Bingley : Emerald, 1980 23(2003), 7, Seite 707-730 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:23 year:2003 number:7 pages:707-730 extent:24 http://dx.doi.org/10.1108/01443570310481522 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 23 2003 7 707-730 24 |
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10.1108/01443570310481522 doi (DE-627)NLEJ219687641 DE-627 ger DE-627 rakwb eng XA-GB The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study 2003 24 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. Emerald Fulltext Archive Database 1994-2005 Agile production Mass customization Strategic planning Brown, Steve oth Bessant, John oth In International journal of operations & production management Bingley : Emerald, 1980 23(2003), 7, Seite 707-730 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:23 year:2003 number:7 pages:707-730 extent:24 http://dx.doi.org/10.1108/01443570310481522 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 23 2003 7 707-730 24 |
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10.1108/01443570310481522 doi (DE-627)NLEJ219687641 DE-627 ger DE-627 rakwb eng XA-GB The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study 2003 24 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. Emerald Fulltext Archive Database 1994-2005 Agile production Mass customization Strategic planning Brown, Steve oth Bessant, John oth In International journal of operations & production management Bingley : Emerald, 1980 23(2003), 7, Seite 707-730 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:23 year:2003 number:7 pages:707-730 extent:24 http://dx.doi.org/10.1108/01443570310481522 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 23 2003 7 707-730 24 |
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10.1108/01443570310481522 doi (DE-627)NLEJ219687641 DE-627 ger DE-627 rakwb eng XA-GB The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study 2003 24 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. Emerald Fulltext Archive Database 1994-2005 Agile production Mass customization Strategic planning Brown, Steve oth Bessant, John oth In International journal of operations & production management Bingley : Emerald, 1980 23(2003), 7, Seite 707-730 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:23 year:2003 number:7 pages:707-730 extent:24 http://dx.doi.org/10.1108/01443570310481522 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 23 2003 7 707-730 24 |
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10.1108/01443570310481522 doi (DE-627)NLEJ219687641 DE-627 ger DE-627 rakwb eng XA-GB The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study 2003 24 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. Emerald Fulltext Archive Database 1994-2005 Agile production Mass customization Strategic planning Brown, Steve oth Bessant, John oth In International journal of operations & production management Bingley : Emerald, 1980 23(2003), 7, Seite 707-730 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:23 year:2003 number:7 pages:707-730 extent:24 http://dx.doi.org/10.1108/01443570310481522 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 23 2003 7 707-730 24 |
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the manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study |
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The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study |
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This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. |
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This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. |
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This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies. |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">NLEJ219687641</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210707091635.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">090811s2003 xxk|||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1108/01443570310481522</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)NLEJ219687641</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="044" ind1=" " ind2=" "><subfield code="c">XA-GB</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2003</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">24</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zzz</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">z</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">nicht spezifiziert</subfield><subfield code="b">zu</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms - three in the car industry and three from the computer industry - that have embarked on mass customisation. 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We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Agile production</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Mass customization</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Strategic planning</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Brown, Steve</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Bessant, John</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">International journal of operations & production management</subfield><subfield code="d">Bingley : Emerald, 1980</subfield><subfield code="g">23(2003), 7, Seite 707-730</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219579180</subfield><subfield code="w">(DE-600)2032083-8</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:23</subfield><subfield code="g">year:2003</subfield><subfield code="g">number:7</subfield><subfield code="g">pages:707-730</subfield><subfield code="g">extent:24</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/01443570310481522</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">23</subfield><subfield code="j">2003</subfield><subfield code="e">7</subfield><subfield code="h">707-730</subfield><subfield code="g">24</subfield></datafield></record></collection>
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