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Most mass customization literature focuses on the move from mass production to mass customization. However, in some literature engineer‐to‐order (ETO) companies are also claiming to have become mass customizers, although it can be questioned if these companies conform to popular definitions of mass customizers. The purpose of this paper is to ask the question: under which conditions is it reasonable to label ETO companies as mass customizers?

First, definitions of mass customization are examined and related to ETO companies that move towards mass customization. Second, the individual transitions from mass production and ETO to mass customization are analyzed by: relating the transition to classifications from relevant literature; describing the motivations and risks associated with the transition; and defining some of the most important transition characteristics. Finally it is discussed if ETO companies can become mass customizers and under which conditions it would be reasonable to describe them as such.

The paper argues that from several angles it makes sense to label some ETO companies as mass customizers although the products are not at prices near mass produced ones.

To avoid dilution of the concept of mass customization, while not excluding ETO companies, it is suggested to start out with a broad definition of mass customization under which separate definitions of different kinds of mass customizers are created.

Although much has been written about mass customization, and ETO companies in much literature have been labeled as mass customizers, the essential discussion of under which conditions it is reasonable to label ETO companies as mass customizers has been missing.

The purpose of this paper is to develop a model for overcoming the key barriers to the implementation of supply chain integration systems by small engineering to order (ETO) companies.

Qualitative data from three in‐depth case studies are collected. The three case studies are small UK ETO companies, i.e. manufacturing companies that customise generic product types to meet specific customer requirements and only make these to order.

The paper identifies three key barriers: management awareness of the benefits and implementation challenges of these systems, perceived risk to the business and to information security and intensity of skills needed for their successful implementation. The paper proposes an iterative model that aims at overcoming these barriers.

The authors apply the knowledge on technology adoption in the context of small ETO companies to explain the apparent lack of implementation of supply chain integration systems by small ETO organisations; and propose a model to overcome these barriers. The main limitation is the lack of full validation of our model. Although this model has been presented and discussed the with case study companies, it has not been fully implemented yet. A full implementation and subsequent review would provide unequivocal validation.

The paper presents a model for overcoming the key barriers of implementation of supply chain integration systems by small ETO companies. Managers and consultants that aim at implementing such systems can use this model prior to implementation to reduce the potential impact of these barriers on the implementation.

There are two contributions of this paper. The first is the explanation of the barriers that inhibit the implementations of supply chain integration systems by small ETO companies. The second is the development of the model for overcoming these.

The growing time‐based competition (TBC) literature coincides with an increased emphasis on time in manufacturing organizations. In a 1993 survey, 93 per cent of US and European managers identified reliable delivery times as having above average importance, while overall delivery speed was cited by 88 per cent and 89 per cent, respectively. At the same time, 82 per cent of Japanese managers rated rapid new product introduction as having above average importance. Highlights potentially different sources of time‐based advantages. The factors described above are linked by a common emphasis on time, but the driving strategies and tactics used to achieve them can differ or possibly conflict. Presents a framework of time‐based competition for manufacturers. Demonstrates how differences between engineer‐to‐order, make‐to‐order, assembly‐to‐order and make‐to‐stock manufacturers result in the need to use different approaches to implement TBC.

Small manufacturing companies make up the base industrial backbone of many countries including the USA. Even though CIM is generally believed to help manufacturers to compete globally, small companies are not able to adopt the technology owing to CIM′s substantial investments and its associated high risk. An alternative CIM approach is urgently needed. Proposes a shared CIM system for various types of production environments including make‐to‐stock (MTS), assembled‐to‐order (ATO), make‐to‐order (MTO), and engineered‐to‐order (ETO). Analysis based on production logic was performed in order to develop a series of guidelines for the successful application of shared CIM systems in the above production companies. It was found that the shared facility capacity allocation was the most important activity in the production‐planning process, the degree of co‐operation being highest in an ETO environment. The key success in the operation of the system will depend on the co‐operation of production planning in MTS and ATO environments, co‐operation of production control in an MTO environment, and co‐operation in engineering‐design and production control in an ETO environment.

Engineer-to-order (ETO) supply chains involve multiple companies for performing complex projects. The ability to effectively coordinate cross-business activities is essential to avoid delays, cost overruns and quality problems. Coordination is related to a number of contingent factors that need to be better comprehended. The purpose of this paper is to highlight such contingent factors and to analyse their effect on the occurrence of project delays.

A multiple case study is used to investigate the moderating factors affecting coordination in projects carried out in an ETO supply chain. Such factors are examined through a cross-analysis of six shipbuilding projects based on data from interviews, project documentation and clips from the media press.

In ETO supply chains, the engineering and production activities involve mutual interdependences that need to be coordinated. The findings suggest that both the integration of engineering and production and the production capability are the most critical factors influencing coordination in an ETO supply chain.

The study was carried out within shipbuilding projects as a setting to represent the ETO domain. To extend the findings, further research can examine other types of projects, such as: oil and gas, construction, military and aerospace.

In practice, there is no “one-fits-all” solution for coordination. Each project represents a unique context which has specific objectives, actors and constraints. From that perspective, this study provides a basis to comprehend coordination in a complex setting.

This study builds knowledge upon coordination by generating a number of propositions regarding the effectiveness of coordination on avoiding delays in complex projects carried out in ETO supply chains. Focusing on the engineering and production activities, the authors extend the existing theory by demonstrating that coordination can vary according to the level of several moderating factors.

Drum-Buffer-Rope (DBR) is a method to adjust production flows, synchronize the release of materials and enable a process of focused improvement in production systems. Literature on DBR applications in engineer-to-order (ETO) production systems, where customers participate in product design decisions and, consequently, in the way production is planned and executed, is rare. However, the interest in improving production management in ETO systems has received attention from the scientific and business communities. The goal of this research was to evaluate the implementation of DBR in an ETO productive system, critically analyzing the necessary adaptations for its use.

This research was conducted through a case study in a company that manufactures electronic equipment, known as avionics, in the aerospace sector.

In this context, the contribution of this study consists of evaluation of the implementation of DBR in an ETO productive system, describing the implementation and the necessary adaptations of the DBR to the ETO productive system explored, comparing it with the DBR theoretical proposals and Simplified Drum-Buffer-Rope (S-DBR) methods.

The study contributes to knowledge by expanding the field of the DBR application to make it more precise, and by applying the theory of constraints, in a general manner, to this type of productive environment.

The case study method has been widely used as a research instrument for data collection to build theory. Reports on the use of case study method for new product development (NPD) in an engineer‐to‐order (ETO) organization. Discusses previous work on NPD in the literature in order to determine the knowledge gap that exists. Discovers that NPD work in an ETO organization is lacking despite its importance. Proposes a case study method as a tool to bridge this gap. Explains and justifies the reasons for choosing the case study method. Also describes case study design with the case study protocol. Then discusses the execution of the case study, method of analysis and the limitations of case study research. The findings will assist researchers who are interested in pursuing future research work in this area.

The customer order decoupling point (CODP) concept addresses the issue of customer engagement in the manufacturing process. This has traditionally been applied to material flows, but has more recently been applied to engineering activities. This later subject becomes of particular importance to companies operating in “engineer-to-order” (ETO) supply chains, where each order is potentially unique. Existing conceptualisations of ETO are too generic for practical purposes, so there is a need to better understand order penetration in the context of engineering activities, especially design. Hence, the purpose of this paper is to address the question “how do customer penetration concepts apply to engineering design activities?”

A collaborative form of inquiry is adopted, whereby academics and practitioners co-operated to develop a conceptual framework. Within this overarching research design, a focus group of senior practitioners and multiple case studies principally from complex civil and structural engineering as well as scientific equipment projects are used to explore the framework.

The framework results in a classification of nine potential engineering subclasses, and insight is given into order penetration points, major uncertainties and enablers via the case studies. Focus group findings indicate that different managerial approaches are needed across subclasses.

The findings give insight for companies that engage directly with customers on a one-to-one basis, outlining the extent of customer penetration in engineering activities, associated operational strategies and choices regarding the co-creation of products with customers. Care should be taken in generalising beyond the sectors addressed in the study.

The paper refines the definition of the ETO concept, and gives a more complete understanding of customer penetration concepts. It provides a comprehensive reconceptualization of the ETO category, supported by exploratory empirical research.

The purpose of this paper is to propose a new Lean metric named Overall Task Effectiveness (OTE), which can help analyst to define target task times and to identify the hidden losses that account for most of the recorded time of manual assembly activities.

An alternative classification structure of the losses is developed to divide them in two classes. In the first one the losses that are external to the project order are included, and in the other one those due to inefficiencies directly ascribable to the project order are considered. Starting from this classification structure of the losses, a novel Lean metric, inspired from the well-known Overall Equipment Effectiveness (OEE), is developed to evaluate the effectiveness of a manual assembly task. A case study, which briefly explains the methodology and illustrates the capability of the corresponding metric, is provided.

This tool can be considered a suitable method to achieve simultaneously a dual purpose to establish time standards and to identify the hidden losses that account for most of the recorded time of manual assembly activities, estimating the impacts of potential corrective actions in terms of both efficiency and effectiveness.

OTE provides practitioners with an operative tool useful to highlight the points where the major inefficiencies take place in industries producing large complex items via manual assembly lines. Its practical application is demonstrated using a case study concerning a manufacturer of train wagons.

One distinctive, and contemporarily appealing, feature of OTE with respect to other analogous KPIs is that it provides a breakdown structure for process losses that simplifies the task of evaluating the current performances and, at the same time, individuates both the source of losses and the corresponding corrective actions.

The purpose of this paper is to improve the failure analysis and troubleshooting process in engineering to order (ETO) product development, and reduce the amount of parts with failures. This is important because parts with failures are associated with the additional costs resulting from corrections of the product, reduced productivity due to the time waiting for the corrected part, delays in delivery and harm to the image of the organization.

FMEA and A3 are combined in a document for failure analysis and recording of the generated knowledge. The method is applied to an industrial automation company that designs and manufactures ETO products. Initially, the failures identified in mechanical assembly products are mapped, and then FMEA and A3 are combined in a document template, and a checklist for reviewing the detailing is built. Then, the method is applied in the design phase, and also for solving conceptual failures in the mechanical assembly and testing phase and the knowledge generated is recorded.

The results show the feasibility of the proposed method for both failure analysis and knowledge generation. Moreover, the adoption of improvement practices in routine activities, for example, the checklist for reviewing the detailing, can reduce up to 10 percent the amount of parts with failures.

The integration of FMEA and A3 encourages group thinking and monitoring the implemented actions. Since the document contains minor changes in the layout from the design phase to the assembly and testing phase, it contributed to the understanding of the people who participated in performing each phase. It should be ensured that the participation of experienced individuals with a proactive assertiveness who encourage the exchange of knowledge, preventing recurring failures from occurring in the conceptual phase. The approach to ensure quality was well accepted by the personnel in the company, but the implementation requires changing habits and establishing new practices.

The method proposed in this paper was applied to a company that designs and manufactures ETO industrial automation products. Since such products have high variety, the company has different characteristics compared with the companies that were considered in the few publications that attempted to combine the FMEA and A3 methods for failure analysis. The proposed method provides convenience for queries and updates, since it allows the inclusion of different failures in a single A3 report, reducing the number of separate documents. Also, the method includes a checklist for detailing review, which contributed to the reduction of failures.