Por trás disto, Mongo

O século XX, o século de Metropolis, o século daquele começo de "Mãe Coragem" de Gorki numa qualquer Magnitogrado, foi o século das linhas de montagem e das produções massivas que permitiam.
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O século XXI, o século de Mongo, abomina a massificação, afinal, "We are all weird". Em Mongo as eficiências e os ritmos de produção das linhas de montagem não são a melhor opção quando a procura está fragmentada e segmentada.
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Assim, fábrica atrás de fábrica remetem para o caixote do lixo da história a sua linha de montagem, não é nada de pessoal... todas as estratégias são transitórias.
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Ainda me recordo de ler:

"Canon is also looking to boost productivity. Already, the company has seen great gains from "cell assembly," where small teams build products from start to finish rather than each worker repeatedly performing a single task on a long assembly line. Canon now has no assembly lines; it ditched the last of its 20 kilometers of conveyor belts in 2002, when a line making ink-jet printers in Thailand was shut down."

Em 2006, e ter ficado impressionado com as implicações que via à minha frente... são estas coisas que me ajudaram a ver o caminho...
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Escrevo isto a propósito de "Japanese Firm Uses a Single-Worker System to Make Its Products":

"Under this method, workers in single-person stalls assemble products from start to finish, guided by a 3-D graphic and using parts delivered automatically from a rotating rack. Every worker is capable of assembling any variation of the company's 50 or so products.
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The evolution of Roland DG, which is 40%-owned by digital piano maker Roland Corp., started in 1998, when it became one of the first companies in Japan to abandon the assembly line in favor of one-person work stalls modeled after Japanese noodle stands. With orders coming in smaller and smaller lots, Roland DG decided it needed a manufacturing system in which a single worker could build any one of its diverse products.
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 "We can move people instantly to make products that are in demand. There's a great deal of flexibility," says Masaki Hanajima, general manager of production manufacturing.
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Veterans, meanwhile, are able to assemble two machines simultaneously, or run one finished product through tests while assembling the next."