Chapter 12. The Complete Kit Concept
The Complete Kit concept (Ronen, ) is one of the simplest and most effective tools available for managers. The Complete Kit has been successfully implemented in various industries, service organizations, research and development (R&D) departments, health care systems, and not‐for‐profit organizations.
Aspects of the Complete Kit
According to the Compete Kit concept, you should start working on a task only when all components necessary for its completion are on hand. This leads to better response times, better quality, increase in throughput, and lower costs.
Three hundred different components are required to assemble each unit of a specific printed circuit board (PCB). One internal customer from the assembly department has ordered 50 PCB units. The requested delivery time is, as usual, yesterday. So far, the purchasing department has managed to acquire 298 components of the 300 components necessary for assembling the PCBs.
Because of the pressure to supply the PCBs on time, management suggests that the workers begin assembling the 50 boards with the 298 available components, and add the remaining two components later, when they arrive. This suggestion seems reasonable, especially since purchasing has informed management that the two missing components are on their way to the factory (by air freight).
In the end, 50 ...
Get Focused Operations Management now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
