Visualisation Approaches

Several improvements have been made to embrace practices related to the visualisation approaches decision category. Currently, the CT offers more precise information regarding the customised units through the customised product prototype (practice 42), and the use of the simplified choice menu to simulate product alternative additional costs (practice 41). During the discussions, the CT architects revealed that they were trying to adapt the choice menu to product type B, in which the range of options is broader than in other product types, highlighting the opportunity of tailoring practices for different market segments.

An intended adoption by the CT can be seen in regard to practice 44 "Virtual prototyping, e.g., building information managemen<sup>t</sup> (BIM) models, to show product alternatives to customers and ease choice". The initial step was developing three-dimensional models to illustrate product alternatives to be used in meetings with customers.

According to customers, some additional visualisation tools supported decision making during the open days such as standard housing unit prototype, finishing materials catalogue, and, in the third open day, the comparison between the standard and customised housing unit prototypes.

#### 4.2.4. Analysis and Reflection

A low level of implementation of MC practices was identified in Company P, similarly to the results carried out by Fettermann et al. [25] on the MC practices of three Brazilian house building companies. The main improvement opportunities identified in this investigation were also similar to that study, being concerned with the solution space and visualisation decision categories, and customerbased knowledge decision domain. Jensen et al. [2] argue that by understanding customer's needs and preferences and making product recommendations based on the available solution space, companies can save much time in the configuration process, and also increase quality and reduce rework. Additionally, the implementation of MC practices enabled Company P to provide a better service for customers and to improve efficiency in some internal processes.

The CT has pointed out in the discussion meetings that some practices could be adapted for other product types that had a higher degree of customisation. However, this would require the analysis of a different context, in which the complexity of interactions with stakeholders would be much higher. These considerations reinforce the need for devising context-specific practices and implementation guidelines, as suggested by Suzic et al. [20].

The lack of communication, according to Andújar-Montoya [9], can be attributed to the fact that the NPD in housing is often divided into stages, which are not properly integrated. Beyond that, Schoenwitz et al. [60] sugges<sup>t</sup> that this disconnection reflects different degrees of awareness regarding the customisation strategy, similar to what was observed in Company P. For example, the sales department was willing to extend the list of options with the aim of signing a contract, in opposition to the production managemen<sup>t</sup> team. This often occurs due to different mindsets, concerns and nature of the job [60]. According to CT members', this reflects the lack of a common understanding in Company P of the role and impacts of customisation in house building projects. Thus, by encouraging better communication between departments, companies should be able to build up relationships based on trust, mutual commitment and understanding of others expectations, which might avoid extra costs and delays [9].

According to Gherardi [34], a shared understanding is needed to apply MC practices, i.e., a minimum agreemen<sup>t</sup> is necessary for the practice to be adopted and continue to be used. Therefore, there must be opportunities for increasing the awareness of di fferent stakeholders regarding MC, as well as for negotiation when deciding to adopt MC practices as a way to promote innovation.

#### *4.3. Assessment of the Utility of the Solution*

The utility of the proposed decision categories and the list of practices was tested in two di fferent stages of the empirical study, both in terms of identifying improvement opportunities and assessing the evolution of the MC strategy. The decision categories were also used to increase the CT awareness and understanding regarding key concepts, enabling them to provide numerous examples and opinions during the discussions. In fact, the CT stated that through the discussions they were able to perceive underlying ideas that they overpass in daily routine, and that this can also be useful as arguments when discussing with other departments, which contributes to improve collaboration.

The discussions regarding practices and decision categories were also useful to understand the scope of the MC strategy of Company P, and, more specifically, to identify gaps and limits for implementation. For instance, some of the solution space practices were immediately rejected by the CT, due to limitations of MC scope that were defined by existing capabilities, and focus on specific market segments. Moreover, the customer and customisation manager highlighted that the practices identified in this investigation could be useful to support decision making, such as, for refining the solution space based on the choice of users from previously delivered residential projects. Furthermore, the participants pointed out the need to improve the identification of customers' needs and to provide feedback to NPD as two major gaps in the MC strategy of the company, highlighting the importance of the customer based knowledge decision domain.

Several improvement opportunities provided further evidences of the utility of the customer integration and core decision categories. After the first presentation of research findings, many improvements were undertaken, regarding the communications with other departments, customer interaction and relationship, and visualisation approaches. Furthermore, the refinement of the strategy was also influenced by lessons learned from other segments, projects and experiences. An example is the simplified choice menu that was adopted for some market segments, in which the team had more experience. That successful solution inspired the customisation department to adapt it to A and B product types. This example reinforces the need for creating a knowledge system that enables continuous improvement and organisational learning.

The discussions with the CT also brought to light many relevant customer integration aspects. The CT coordinator highlighted the utility of customer integration decision categories in terms of making explicit what the company o ffers, and how the customer is involved, which makes the decision-making process as straightforward as possible. In fact, some practices related to product visualisation approaches that were implemented by the company along the study, such as the choice menu, the customised product prototype, and 3D models had a positive impact in terms of explaining the solution space to customers.
