Quick Response Manufacturing

by Suri; Rajan

• ISBN13: 9781563272011
• ISBN10: 1563272016
• Format: Hardcover
• Copyright: 1998-06-22
• Publisher: Productivity Pr

Summary

Developed by the author and now being employed by a number of businesses, Quick Response Manufacturing (QRM) is an expansion of time-based competition, aimed at a single target with the goal of reducing lead times. The key difference between QRM and other time-based programs is that QRM covers an entire organization, from the shop floor to the office, to sales and beyond. Providing guidelines for establishing a QRM enterprise, this volume builds upon kaizen, TQM, TPM, and other practice to help organizations streamline all functions of their operation. It shows how to quickly introduce products, along with ways to rethink materials and production management.

Table of Contents

Publisher's Message	xiii	(4)
Foreword	xvii	(4)
Preface	xxi	(4)
Acknowledgments	xxv
Part One: A New Way of Thinking Stems from One Principle	1	(84)
Chapter One: QRM: Not Just Another Buzzword	3	(24)
How QRM Differs from Other Continuous Improvement and Quality Programs	6	(2)
Implementing QRM: What Managers Believe	8	(3)
Perceptions of Implementing QRM in North American Companies	11	(6)
QRM Principles	17	(5)
Implementing QRM-The Prerequisites for Success	22	(2)
Improvement for the Entire Organization Comes from a Single Theme	24	(3)
Chapter Two: Benefits of QRM	27	(26)
Benefits of Quick Response in Product Introduction	29	(1)
Benefits of Quick Response in Existing Production	30	(4)
Waste Due to Long Lead Times and Late Deliveries	34	(4)
Results of Quick Response Strategies	38	(3)
Benefits of Quick Response in Securing Orders	41	(3)
Benefits of QRM: Forewarned Is Forearmed	44	(9)
Chapter Three: The Response Time Spiral--Legacy of the Scale and Cost Management Strategies	53	(32)
The Eras of Scale and Cost Strategies	54	(3)
The Response Time Spiral for Three Different Manufacturing Environments	57	(10)
Other Policies That Promote the Response Time Spiral	67	(2)
Roots of the Response Time Spiral	69	(9)
Eliminating the Response Time Spiral	78	(7)
Part Two: Rethinking Production and Materials Management	85	(216)
Chapter Four: Reorganizing Production	87	(20)
Seven Key Principles for Restructuring Your Company	88	(1)
The Manufacturing Cell-Creating the Product-Focused Organization	89	(7)
Staffing and Training Cell Workers	96	(4)
Planning, Scheduling, and Control with Cells	100	(2)
Cells Foster Continuous Improvement	102	(5)
Chapter Five: Structured Methodology for Implementing Cellular Manufacturing	107	(26)
Seven Steps to Successfully Implement Cells	108	(8)
Cellular Manufacturing Implementation Concerns-How to Overcome Them	116	(13)
Costing and Justification of Cells	129	(4)
Chapter Six: Creative Rethinking for Cellular Manufacturing	133	(20)
Challenge Conventional Choices	134	(3)
Use Technology That Enables a Smaller-Scale Process Implementation	137	(3)
Change the Sequence of Operations	140	(2)
Ask, Will the Operation Still Be Required?	142	(1)
Use Time-Slicing at the Shared Resource	142	(2)
Implement Time-Sliced Virtual Cells	144	(4)
Make the Resource Facility Behave Like a Subcontractor	148	(1)
Split into Two Cells	149	(4)
Chapter Seven: Capacity and Lot-Sizing Decisions	153	(36)
Do You Have Good Intuition About Manufacturing System Behavior?	154	(2)
Factors Influencing Lead Time	156	(3)
A Basic Formula for Lead Time for the Single Work Center	159	(3)
Effect of Utilization on Lead Time for the Work Center	162	(3)
Impact of Lot Sizes	165	(6)
Impact of Setup Reduction on Lead Time	171	(2)
Lot Sizing with Multiple Products	173	(3)
The Hidden Errors in EOQ	176	(1)
Products Requiring Multiple Operations	177	(6)
Using Little's Law	183	(3)
Additional Strategies Based on System Dynamics	186	(3)
Chapter Eight: Material and Production Planning in the QRM Enterprise	189	(34)
Rethinking Efficiency	190	(7)
Pitfalls of On-Time Delivery Measures	197	(4)
MRP: A Collection of Worst-Case Scenarios	201	(9)
Align MRP Structure with QRM Strategy	210	(10)
Using Lead Time Reduction to Continuously Improve Your Processes	220	(3)
Chapter Nine: POLCA-The New Material Control and Replenishment System for QRM	223	(44)
Review of Push and Pull Systems	223	(4)
Key Concepts of JIT (Lean Manufacturing) Compared with QRM	227	(6)
Misconceptions Regarding the Pull System	233	(1)
Expanding Beyond JIT Strategies-A Tale of Three Companies	234	(5)
Summary of Disadvantages of Pull or Flow Methods for QRM	239	(4)
Material Control-Don't Push or Pull, POLCA	243	(20)
Three Ds for Success of POLCA: Design, Discipline, and Decentralization	263	(4)
Chapter Ten: Customer and Supplier Relations	267	(34)
Supplier Relations-Another Response Time Spiral at Work	268	(4)
The QRM Approach to Supplier Relations	272	(13)
Customer Relations-Another Response Time Spiral at Work	285	(2)
Your QRM Program Can Support Your Marketing Efforts	287	(4)
Apply QRM Strategies to the Entire Supply Chain	291	(10)
Part Three: Rethinking Office Operations	301	(82)
Chapter Eleven: Principles of Quick Response for Office Operations	303	(32)
Office Operations: A Neglected Opportunity	304	(5)
The Response Time Spiral for Office Operations	309	(5)
Organizational Principles Required in the Office	314	(21)
Chapter Twelve: Tools to Support Q-ROC Implementation	335	(28)
Information Handling Principles	335	(3)
Tools to Assist in Q-ROC Implementation	338	(11)
Concerns with Implementing Office Cells	349	(14)
Chapter Thirteen: System Dynamics Principles for Quick Response	363	(20)
Strategically Plan for Idle Capacity	364	(2)
Replace Traditional Efficiency Measures	366	(1)
Eliminate Variability	367	(2)
Use Resource Pooling	369	(2)
Convert Tasks from Sequential to Parallel	371	(1)
Reduce Task Setup Times and Minimize Batching	372	(1)
Use Capacity Management and Input Control	373	(1)
Create a Flexible Organization	374	(9)
Part Four: QRM for Rapid New Product Introduction	383	(42)
Chapter Fourteen: Extending Quick Response to New Product Introduction	385	(40)
Benefits of Rapid NPI	387	(1)
Review of NPI Methodologies	388	(4)
Concurrent Engineering for NPI	392	(5)
Management Principles for Accelerating NPI	397	(5)
Design and Manufacturing Principles	402	(17)
Organizational and System Dynamics Principles Applied to NPI	419	(3)
Rapid NPI and Your Company's Future	422	(3)
Part Five: Creating the QRM Enterprise	425	(85)
Chapter Fifteen: Management Mind-Set to Support QRM	427	(18)
Capacity and Facilities Decisions	428	(5)
Quality Strategies	433	(2)
Organizational Structure and Personnel Decisions	435	(1)
Production Planning and Scheduling Decisions	436	(3)
Supplier and Customer Decisions	439	(3)
Creating the QRM Mind-Set	442	(3)
Chapter Sixteen: Organizational Structure, Performance Measurement, and Cost Systems	445	(52)
Drawbacks of Traditional Measures	446	(4)
New Measure of Performance-Introduction the QRM Number	450	(8)
Key Issues in Measuring Lead Time	458	(11)
The Team-Based Organization	469	(3)
Guidelines for Successful QRM Teams	472	(15)
Adjusting the Accounting System for QRM	487	(6)
Epilogue: Democracy in America (Revisited)	493	(4)
Chapter Seventeen: Steps to Successful Implementation of a QRM Program	497	(13)
Fifteen Specific Steps to Implementing QRM	498	(9)
QRM: Management Headache or Opportunity?	507	(3)
Appendix	510	(2)
Endnotes	512	(22)
About the Author	534	(2)
Index	536