**Manufacturing Transformation toward Mass Customization and Personalization in the Traditional Food Industry Customization and Personalization in the Traditional Food Industry**

**Manufacturing Transformation toward Mass** 

DOI: 10.5772/intechopen.72312

#### Daisuke Kanama Additional information is available at the end of the chapter

Daisuke Kanama

[25] Kumpikaitė K. Human resource development in the knowledge society. Ekonomika ir:

[26] DeLong D, Fashey L. Diagnosing cultural barriers to knowledge management. Academy

[27] Rosset A. Knowledge management meets analysis. Training and Development. May

[28] Carneiro A. How does knowledge management influence innovation and competitive-

[29] Du Plessis M. The role of knowledge management in innovation. Journal of Knowledge

[30] Mas-Machuca M, Costa C. Exploring critical success factors of knowledge management projects in the consulting sector. Total Quality Management and Business Excellence.

[31] Olaniyan DA, Okemakinde T. Human capital theory: Implications for educational devel-

[32] Chamorro-Premuzic T. Seven Rules for Managing Creative-But-Difficult People. 2010. Available from: https://hbr.org/2013/04/seven-rules-for-managing-creat?goback=.gde\_

[33] Csikszentmihalyi M. Creativity: The Work and Lives of 91 Eminent People. 1996. Available from: http://psychologytoday.com/articles [Accessed: Aug 10, 2017]

[34] Heclau F, Galeitzke M, Flachs S, Kohl H. Holistic appraocah to human resource manage-

aktualijos ir perspektyvos. 2007;**2**(9):122-127

of Management Executive. 2000;**14**:113-127

ness? Journal of Knowledge Management. 2000;**4**(2):87-98

opment. Pakistan Journal of Social Sciences. 2008;**5**(5):479-483

ment in Industry 4.0. Procedia CIRP. 2016;**54**:1-6

1999;**53**(5):63-68

58 Digital Transformation in Smart Manufacturing

Management. 2007;**11**(4):20-29

2012;**23**(11/12):1297-1313

3044917\_member\_229811488

Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.72312

#### **Abstract**

Digital transformation of the manufacturing process in high-tech has been underway for a long time. On the other hand, the transformation in low-tech and traditional industries progresses more slowly. Especially, the human factor is greater in the food manufacturing industry, which retains many more labor-intensive elements. This is because the development of foods was traditionally customized to the cultures of particular regions, so many foods were not suitable for mass production, which has led to the high level of personal skills. However, new trends have been shown recently in the sake manufacturing industry. Head craftsmen at a sake brewery, known as Toji, have managed the entirety of the manufacturing process and determined the length and timing of each process for hundreds of years. In these circumstances, some sake breweries have started to make sake in a new way that breaks with tradition. They implement smart manufacturing and customization to respond to diversified customer needs without altering the product price through the digitization of the manufacturing process and the formalization of personal skills. This chapter also discusses the prospects of this transition and considers its effects on the industry with theoretical framework and social background of manufacturing transformation.

**Keywords:** manufacturing paradigm, food industry, digital transformation, sake brewery, mass customization
