It's about Time The Competitive Advantage of Quick Response Manufacturing

ISBN-10: 1439805954
ISBN-13: 9781439805954
Edition: 2010
Authors: Rajan Suri
List price: $69.00 Buy it from $53.76
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Description: In the decade since the publication of the first edition, what was then innovative has become standard, and new techniques have moved to the forefront of the field. This second edition presents the developments made in the field of QRM over the past  More...

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Book details

List price: $69.00
Copyright year: 2010
Publisher: CRC Press LLC
Publication date: 5/3/2010
Binding: Hardcover
Pages: 228
Size: 6.25" wide x 9.25" long x 0.50" tall
Weight: 1.298
Language: English

In the decade since the publication of the first edition, what was then innovative has become standard, and new techniques have moved to the forefront of the field. This second edition presents the developments made in the field of QRM over the past decade. It describes how lead time influences total operating cost and quality and explains how to restructure an organization in order to minimize lead time throughout the business. The text also provides key insights into system dynamics. An additional chapter illustrates the application of QRM throughout the enterprise, covering material planning, material control, time-based supply management, and quick response in office operations.

Contents of Bonus CD
Acknowledgments
Introduction
The Power of Time
Defining QRM
Challenges to Reducing Lead Time
QRM Focus Is Different from a Traditional Approach
Manufacturing Critical-path Time (MCT)
Keep Data-Gathering Efforts Simple
Measure in Calendar Time and Properly Quantify the Critical Path
An MCT Example
Impact of MCT on Your Organization's Performance
Enterprise-Wide Waste Due to Long MCT
Impact of QRM-Standard Cost Prediction versus Actual Results
Accounting Systems Miss the Connection
Encouraging Time-Based Thinking throughout the Organization
Rethinking the "On-Time Delivery" Metric
Dysfunctional Impact of the On-Time Delivery Metric
The QRM Approach to Improving Delivery Performance
Squeezing Out Time Leads to Numerous Improvements
Organizational Structure for Quick Response: QRM Cells, Teamwork, and Ownership
Response Time Spirals
The Spiral for a Make-to-Stock Business
The Spiral for a Make-to-Order Business
Roots of the Response Time Spirals
Four Structural Changes for Quick Response
Organize into QRM Cells
Understanding Focused Target Market Segment (FTMS) through an Example
Defining a QRM Cell
Deciding Which Resources to Include in a QRM Cell: An Example
QRM Cells Are More Flexible than Traditional Cells
Team Ownership
Significant Investment in Cross-Training
Relentless Focus on MCT Reduction
Understanding the QRM Number
Ensuring Proper Application of the QRM Number
Harnessing the Power of the Four Structural Keys
Understanding and Exploiting System Dynamics Principles
The Parable of the Landing Gear
The Pitfall of High Utilization
Understanding the Magnifying Effect of Utilization
Clarifying "Utilization"
Clarifying "Flow Time"
Putting It All Together
The Miraculous Effect of Spare Capacity
Impact of Variability
Three-Pronged Strategy to Reduce Flow Time
Reduce AV, the Average Variability
Practical Strategies for Reducing Variability in Arrivals
Practical Strategies for Reducing Variability in Job Times
Reduce M, the Magnifying Effect of Utilization
Reduce TJ, the Time per Job
Combined Impact of Strategies to Reduce Flow Time
Time-Based Approach to Batch Sizing
Setup Reduction-Insights from System Dynamics
Reexamining Organizational Policies to Support Batch Size Reduction
QRM Approach to Transfer Batching
System Dynamics Compared with MRP, EOQ, and Other Traditional Approaches
Why Companies Mistakenly Invest in Warehouses Instead of Machines
A Unified Strategy for the Whole Enterprise
Principles of Quick Response in Office Operations
The Response Time Spiral in Office Operations
Eliminating the Response Time Spiral in Office Operations
How to Identify an FTMS in the Context of Office Operations
How to Form Effective Q-ROCs
The FTMS and Q-ROC Reinforce Each Other and Provide the Basis for Rethinking Processes
Combine Steps
Eliminate Steps
Redesign Steps
Provide Continuous Flow of Work
Take Advantage of the Latest Information Technology and Tools
Overcome Traditional Mind-Sets
Additional Challenges in Reorganizing Office Operations
A Case Study: Q-ROCs Rock at Alexandria Extrusion Company
Restructure Your Material-Planning System to Support QRM
Implementing High-Level MRP
Understanding Why HL/MRP Will Work Better than Standard MRP
POLCA-The Shop Floor Material Control Strategy to Support QRM
Why Kanban (Pull) Won't Work in the QRM Context
Takt Time Issues
Pull System Issues
Difficulties with Custom or New Products
Paired-cell Loops of Cards
Authorization
Dispatch List
Strict Scheduling Rules
Overlapping Loops
Benefits Realized with POLCA Implementations
Transforming Your Purchasing Using Time-Based Supply Management
The Response Time Spiral in Purchasing
Impact of Supplier with Long MCT
Deficiencies of Traditional Supply Management Metrics
Use MCT as a Primary Metric for Suppliers
Encourage Your Suppliers to Reduce MCT
Time-Based Dual Sourcing for Overseas Suppliers
Strategies for Low-Volume Parts
Supplement Time-Based Strategies with Other Modern Practices
Train Your Supply Management Personnel and Rethink Performance Metrics
Customer Strategies to Support Your QRM Program
Get Your Sales Force to Exploit Your QRM Capabilities
Time-Based Mind-Set for New-Product Introduction
Benefits of Rapid New-Product Introduction
Rethinking Cost-Based Decisions for New-Product Introduction
Implement a New Purchasing Paradigm for Prototype Construction
Identify Long-Lead-Time Components Ahead of Time
Use Product Enrichment Strategy
Summary and Next Steps
A Road Map for QRM Implementation
"Power of Six" Rule for Cost Impact of QRM
Mind-Set First, Technology Later
Embarking on Your QRM Journey
Highlight the Power of Time for Your Organization
Create the Right Organizational Structure
Understand and Exploit System Dynamics
Build Your Enterprise-Wide, Unified Strategy
Switch to Time-Based Cost Justification of QRM Projects
Use Accounting Strategies to Support QRM
Use Lower Overhead Rates for Cells
Assign Overhead Using More than Just Direct Labor
Apply Overhead at the Time of Shipment
Apply Overhead Based on MCT or Other Lead Time Measure
Reassign Some of the Overhead Costs Specifically to Large Batches
Combine Approaches for Better Results
Recognize That Your Existing Improvement Strategies Strengthen Your QRM Program
Use QRM as a Positive, Unifying Perspective for Your Entire Business
Index
About the Author

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