KÜTLESEL ÖZGÜNLEŞTİRME VE KÜTLESEL ÜRETİM

Yıl 1999, Cilt: 2 Sayı: 12, 235 - 240, 10.06.1999

Laetitia Radder Çevirmen: Emrah Cengiz

https://doi.org/10.14783/maruoneri.691309

Öz

Total quality management resulting from total customer satisfaction today can mean giving every customer a product tailored specifically to his or her needs. In the past, manufacturing was usually characterized by keeping costs down with economies of scale. Mass customization can result in a challenging manufacturing environment typified by both high volume and excellent product mix, where customers expect individualized products at the same price as they paid for mass-produced items. Meeting this challenge requires profound changes in manufacturing process and in organizational dynamics. Despite the potential potential offered by mass customization it is necessary that organizations ensure that such a strategy is the optimal route for their business before embarking on full scale mass customization.

Anahtar Kelimeler

kütlesel üretim, kütlesel özgünleştirme

Kaynakça

• (I )-Dyek.B.( 1997). "Understanding Configuration and Transformation Through A Multiple RationalitiesApproacir. Journal Of Management Studies. Vol.34. No.5. pp.793-823.
• (2) -Edosamvan. J.A.( 1996). Organizational ’Transformation and Process Reengineering. StLucie Press. PL.
• (3) -I.ogman.M.(1997). "Marketing Mix Customization and Customizability". Business Horizons. vol.40.No.6.pp.39-44.
• (4 (-Meredith J.( 1987).“The Strategic Advantages Of New Manufacturing Technologies For Small Firms". Strategic Management Journal. Vol.8. No.3. pp.249-58.
• (5) -$nehez.R.( 1995). "Strategic Flexibility In Product Competition: An Options Perspective On Resource- Based Competition". Strategic Management Journal. Summer Special Issue. Vol. 16.pp. 135-59.
• (6) -Kotler. P.( 1989). "From Mass Marketing To Mass Customization". Planning Review. Vol.17. pp. 10-13.
• (7) -Kotha.S.(1995). "Mass Customization: Implementing The Emerging Paradigm For Competitive. Advantage" . Strategic Management Journal. Vol. 16. pp.21-42.
• (8) -C)livia. R.A.(1997). "Business Markets Face Seven Key Challenges". Business Marketing. Vol.31- no. 13. p.8.
• (9) -Pinc. B..I. 11(1992). Mass Customization: The New Frontier in Business Competition. Harvard Scholl Press. Boston. MA.
• (lO)-Feitzinger.E and Lee. I LL. (1997). "Mass Customization at Hewlett-Packard: The Power Of The Posponement" . Harvard Business Review. January- February. pp.l 16-21.
• (11 )-Davis. S.( 1987). Future Perfect. Adison-Wesley. Reading. MA.
• (12) -Pine. B.J. II and Maskell B.(1998). "If Mass Customization Is The Future Of The Manufacturing. Can Your Company Be Agile Enough To Compete?“. Output URL: hUp://www.kcllvalen caom/html/mass- customization.html. 10 March
• (13) -Pine.B..I..Vi.clor. B. and Boyntoni A.C..( 1993). "Making Mass Customization Work" Harvard Business Review. Septem- ber-Oetober. pp. 108-19.
• (14) -Jelinek M.and Goldhar. J.D.( 1983). "The Strategic Implications Of'The Factory Of The Future". Sloan Management Review. Summer, pp.29-37.
• (15) -Hart. C.V.L.(1995). "Mass Customization: conceptual Underpinnings. Opportunities, and Limits". International Journal Of Service Industry Management. Vol.6.No.2. pp.36-45.
• (16) -Kotha. S.(1996). "Mass Customization: A Strategy For Know ledge Creation and Organizational Learning". Special Issue on Underlearning and Learning For Technological Innovation. Vol. 11. No.7/8.pp.846-58. Toflerr. A.( 1970). Future Shock. Bantam Books. New York. NY.