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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 | |