Quick Response Manufacturing

Book description

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

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Dedication Page
  6. Contents
  7. Publisher’s Message
  8. Foreword
  9. Preface
  10. Acknowledgments
  11. Part One: A New Way of Thinking Stems from One Principle
    1. Chapter One: QRM: Not Just Another Buzzword
      1. How QRM Differs from Other Continuous Improvement and Quality Programs
      2. Implementing QRM: What Managers Believe
      3. Perceptions of Implementing QRM in North American Companies
      4. QRM Principles
      5. Implementing QRM—The Prerequisites for Success
      6. Improvement for the Entire Organization Comes from a Single Theme
    2. Chapter Two: Benefits of QRM
      1. Benefits of Quick Response in Product Introduction
      2. Benefits of Quick Response in Existing Production
      3. Waste Due to Long Lead Times and Late Deliveries
      4. Results of Quick Response Strategies
      5. Benefits of Quick Response in Securing Orders
      6. Benefits of QRM: Forewarned Is Forearmed
    3. Chapter Three: The Response Time Spiral—Legacy of the Scale and Cost Management Strategies
      1. The Eras of Scale and Cost Strategies
      2. The Response Time Spiral for Three Different Manufacturing Environments
      3. Other Policies That Promote the Response Time Spiral
      4. Roots of the Response Time Spiral
      5. Eliminating the Response Time Spiral
  12. Part Two: Rethinking Production and Materials Management
    1. Chapter Four: Reorganizing Production
      1. Seven Key Principles for Restructuring Your Company
      2. The Manufacturing Cell-Creating the Product-Focused Organization
      3. Staffing and Training Cell Workers
      4. Planning, Scheduling, and Control with Cells
      5. Cells Foster Continuous Improvement
    2. Chapter Five: Structured Methodology for Implementing Cellular Manufacturing
      1. Seven Steps to Successfully Implement Cells
      2. Cellular Manufacturing Implementation Concerns—How to Overcome Them
      3. Costing and Justification of Cells
    3. Chapter Six: Creative Rethinking for Cellular Manufacturing
      1. Challenge Conventional Choices
      2. Use Technology That Enables a Smaller-Scale Process Implementation
      3. Change the Sequence of Operations
      4. Ask, Will the Operation Still Be Required?
      5. Use Time-Slicing at the Shared Resource
      6. Implement Time-Sliced Virtual Cells
      7. Make the Resource Facility Behave Like a Subcontractor
      8. Split into Two Cells
    4. Chapter Seven: Capacity and Lot-Sizing Decisions
      1. Do You Have Good Intuition About Manufacturing System Behavior?
      2. Factors Influencing Lead Time
      3. A Basic Formula for Lead Time for the Single Work Center
      4. Effect of Utilization on Lead Time for the Work Center
      5. Impact of Lot Sizes
      6. Impact of Setup Reduction on Lead Time
      7. Lot Sizing with Multiple Products
      8. The Hidden Errors in EOQ
      9. Products Requiring Multiple Operations
      10. Using Little’s Law
      11. Additional Strategies Based on System Dynamics
    5. Chapter Eight: Material and Production Planning in the QRM Enterprise
      1. Rethinking Efficiency
      2. Pitfalls of On-Time Delivery Measures
      3. MRP: A Collection of Worst-Case Scenarios
      4. Align MRP Structure with QRM Strategy
      5. Using Lead Time Reduction to Continuously Improve Your Processes
    6. Chapter Nine: POLCA—The New Material Control and Replenishment System for QRM
      1. Review of Push and Pull Systems
      2. Key Concepts of JIT (Lean Manufacturing) Compared with QRM
      3. Misconceptions Regarding the Pull System
      4. Expanding Beyond JIT Strategies—A Tale of Three Companies
      5. Summary of Disadvantages of Pull or Flow Methods for QRM
      6. Material Control-Don’t Push or Pull, POLCA
      7. Three Ds for Success of POLCA: Design, Discipline, and Decentralization
    7. Chapter Ten: Customer and Supplier Relations
      1. Supplier Relations—Another Response Time Spiral at Work
      2. The QRM Approach to Supplier Relations
      3. Customer Relations-Another Response Time Spiral at Work
      4. Your QRM Program Can Support Your Marketing Efforts
      5. Apply QRM Strategies to the Entire Supply Chain
  13. Part Three: Rethinking Office Operations
    1. Chapter Eleven: Principles of Quick Response for Office Operations
      1. Office Operations: A Neglected Opportunity
      2. The Response Time Spiral for Office Operations
      3. Organizational Principles Required in the Office
    2. Chapter Twelve: Tools to Support Q-ROC Implementation
      1. Information Handling Principles
      2. Tools to Assist in Q-ROC Implementation
      3. Concerns with Implementing Office Cells
    3. Chapter Thirteen: System Dynamics Principles for Quick Response
      1. Strategically Plan for Idle Capacity
      2. Replace Traditional Efficiency Measures
      3. Eliminate Variability
      4. Use Resource Pooling
      5. Convert Tasks from Sequential to Parallel
      6. Reduce Task Setup Times and Minimize Batching
      7. Use Capacity Management and Input Control
      8. Create a Flexible Organization
  14. Part Four: QRM for Rapid New Product Introduction
    1. Chapter Fourteen: Extending Quick Response to New Product Introduction
      1. Benefits of Rapid NPI
      2. Review of NPI Methodologies
      3. Concurrent Engineering for NPI
      4. Management Principles for Accelerating NPI
      5. Design and Manufacturing Principles
      6. Organizational and System Dynamics Principles Applied to NPI
      7. Rapid NPI and Your Company’s Future
  15. Part Five: Creating the QRM Enterprise
    1. Chapter Fifteen: Management Mind-Set to Support QRM
      1. Capacity and Facilities Decisions
      2. Quality Strategies
      3. Organizational Structure and Personnel Decisions
      4. Production Planning and Scheduling Decisions
      5. Supplier and Customer Decisions
      6. Creating the QRM Mind-Set
    2. Chapter Sixteen: Organizational Structure, Performance Measurement and Cost Systems
      1. Drawbacks of Traditional Measures
      2. New Measure of Performance—Introducing the QRM Number
      3. Key Issues in Measuring Lead Time
      4. The Team-Based Organization
      5. Guidelines for Successful QRM Teams
      6. Adjusting the Accounting System for QRM
      7. Epilogue: Democracy in America (Revisited)
    3. Chapter Seventeen: Steps to Successful Implementation of a QRM Program
      1. Fifteen Specific Steps to Implementing QRM
      2. QRM: Management Headache or Opportunity?
  16. Appendix
  17. Endnotes
  18. About the Author
  19. Index

Product information

  • Title: Quick Response Manufacturing
  • Author(s): Rajan Suri
  • Release date: October 2020
  • Publisher(s): Productivity Press
  • ISBN: 9781000285604