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