Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Contents of Bonus CD | p. xiii |
Acknowledgments | p. xv |
Introduction | p. xvii |
The Power of Time | p. 1 |
Defining QRM | p. 2 |
Challenges to Reducing Lead Time | p. 4 |
QRM Focus Is Different from a Traditional Approach | p. 8 |
Manufacturing Critical-path Time (MCT) | p. 12 |
Keep Data-Gathering Efforts Simple | p. 12 |
Measure in Calendar Time and Properly Quantify the Critical Path | p. 13 |
An MCT Example | p. 14 |
Impact of MCT on Your Organization's Performance | p. 18 |
Enterprise-Wide Waste Due to Long MCT | p. 20 |
Impact of QRM-Standard Cost Prediction versus Actual Results | p. 23 |
Accounting Systems Miss the Connection | p. 25 |
Encouraging Time-Based Thinking throughout the Organization | p. 28 |
Rethinking the "On-Time Delivery" Metric | p. 30 |
Dysfunctional Impact of the On-Time Delivery Metric | p. 31 |
The QRM Approach to Improving Delivery Performance | p. 33 |
Squeezing Out Time Leads to Numerous Improvements | p. 33 |
Organizational Structure for Quick Response: QRM Cells, Teamwork, and Ownership | p. 35 |
Response Time Spirals | p. 36 |
The Spiral for a Make-to-Stock Business | p. 36 |
The Spiral for a Make-to-Order Business | p. 39 |
Roots of the Response Time Spirals | p. 41 |
Four Structural Changes for Quick Response | p. 47 |
Organize into QRM Cells | p. 48 |
Understanding Focused Target Market Segment (FTMS) through an Example | p. 48 |
Defining a QRM Cell | p. 50 |
Deciding Which Resources to Include in a QRM Cell: An Example | p. 52 |
QRM Cells Are More Flexible than Traditional Cells | p. 53 |
Team Ownership | p. 56 |
Significant Investment in Cross-Training | p. 57 |
Relentless Focus on MCT Reduction | p. 60 |
Understanding the QRM Number | p. 60 |
Ensuring Proper Application of the QRM Number | p. 63 |
Harnessing the Power of the Four Structural Keys | p. 65 |
Understanding and Exploiting System Dynamics Principles | p. 71 |
The Parable of the Landing Gear | p. 73 |
The Pitfall of High Utilization | p. 75 |
Understanding the Magnifying Effect of Utilization | p. 76 |
Clarifying "Utilization" | p. 77 |
Clarifying "Flow Time" | p. 78 |
Putting It All Together | p. 79 |
The Miraculous Effect of Spare Capacity | p. 80 |
Impact of Variability | p. 81 |
Three-Pronged Strategy to Reduce Flow Time | p. 83 |
Reduce AV, the Average Variability | p. 83 |
Practical Strategies for Reducing Variability in Arrivals | p. 84 |
Practical Strategies for Reducing Variability in Job Times | p. 84 |
Reduce M, the Magnifying Effect of Utilization | p. 85 |
Reduce TJ, the Time per Job | p. 87 |
Combined Impact of Strategies to Reduce Flow Time | p. 87 |
Time-Based Approach to Batch Sizing | p. 89 |
Setup Reduction-Insights from System Dynamics | p. 94 |
Reexamining Organizational Policies to Support Batch Size Reduction | p. 96 |
QRM Approach to Transfer Batching | p. 98 |
System Dynamics Compared with MRP, EOQ, and Other Traditional Approaches | p. 99 |
Why Companies Mistakenly Invest in Warehouses Instead of Machines | p. 102 |
A Unified Strategy for the Whole Enterprise | p. 105 |
Principles of Quick Response in Office Operations | p. 106 |
The Response Time Spiral in Office Operations | p. 106 |
Eliminating the Response Time Spiral in Office Operations | p. 109 |
How to Identify an FTMS in the Context of Office Operations | p. 112 |
How to Form Effective Q-ROCs | p. 114 |
The FTMS and Q-ROC Reinforce Each Other and Provide the Basis for Rethinking Processes | p. 115 |
Combine Steps | p. 115 |
Eliminate Steps | p. 116 |
Redesign Steps | p. 117 |
Provide Continuous Flow of Work | p. 118 |
Take Advantage of the Latest Information Technology and Tools | p. 118 |
Overcome Traditional Mind-Sets | p. 119 |
Additional Challenges in Reorganizing Office Operations | p. 120 |
A Case Study: Q-ROCs Rock at Alexandria Extrusion Company | p. 122 |
Restructure Your Material-Planning System to Support QRM | p. 123 |
Implementing High-Level MRP | p. 125 |
Understanding Why HL/MRP Will Work Better than Standard MRP | p. 127 |
POLCA-The Shop Floor Material Control Strategy to Support QRM | p. 129 |
Why Kanban (Pull) Won't Work in the QRM Context | p. 130 |
Takt Time Issues | p. 130 |
Pull System Issues | p. 131 |
Difficulties with Custom or New Products | p. 132 |
Paired-cell Loops of Cards | p. 133 |
Authorization | p. 134 |
Dispatch List | p. 134 |
Strict Scheduling Rules | p. 136 |
Overlapping Loops | p. 138 |
Benefits Realized with POLCA Implementations | p. 139 |
Transforming Your Purchasing Using Time-Based Supply Management | p. 142 |
The Response Time Spiral in Purchasing | p. 142 |
Impact of Supplier with Long MCT | p. 144 |
Deficiencies of Traditional Supply Management Metrics | p. 146 |
Use MCT as a Primary Metric for Suppliers | p. 147 |
Encourage Your Suppliers to Reduce MCT | p. 148 |
Time-Based Dual Sourcing for Overseas Suppliers | p. 149 |
Strategies for Low-Volume Parts | p. 151 |
Supplement Time-Based Strategies with Other Modern Practices | p. 152 |
Train Your Supply Management Personnel and Rethink Performance Metrics | p. 153 |
Customer Strategies to Support Your QRM Program | p. 153 |
Get Your Sales Force to Exploit Your QRM Capabilities | p. 155 |
Time-Based Mind-Set for New-Product Introduction | p. 156 |
Benefits of Rapid New-Product Introduction | p. 156 |
Rethinking Cost-Based Decisions for New-Product Introduction | p. 159 |
Implement a New Purchasing Paradigm for Prototype Construction | p. 159 |
Identify Long-Lead-Time Components Ahead of Time | p. 160 |
Use Product Enrichment Strategy | p. 161 |
Summary and Next Steps | p. 162 |
A Road Map for QRM Implementation | p. 163 |
"Power of Six" Rule for Cost Impact of QRM | p. 165 |
Mind-Set First, Technology Later | p. 168 |
Embarking on Your QRM Journey | p. 170 |
Highlight the Power of Time for Your Organization | p. 170 |
Create the Right Organizational Structure | p. 171 |
Understand and Exploit System Dynamics | p. 172 |
Build Your Enterprise-Wide, Unified Strategy | p. 172 |
Switch to Time-Based Cost Justification of QRM Projects | p. 173 |
Use Accounting Strategies to Support QRM | p. 180 |
Use Lower Overhead Rates for Cells | p. 181 |
Assign Overhead Using More than Just Direct Labor | p. 183 |
Apply Overhead at the Time of Shipment | p. 186 |
Apply Overhead Based on MCT or Other Lead Time Measure | p. 186 |
Reassign Some of the Overhead Costs Specifically to Large Batches | p. 187 |
Combine Approaches for Better Results | p. 188 |
Recognize That Your Existing Improvement Strategies Strengthen Your QRM Program | p. 188 |
Use QRM as a Positive, Unifying Perspective for Your Entire Business | p. 190 |
Index | p. 193 |
About the Author | p. 209 |
Table of Contents provided by Ingram. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.