Quick Response Manufacturing

13System Dynamics Principles for Quick Response

THE ORGANIZATIONAL PRINCIPLES described in the last two chapters, while critical for attacking lead time problems in the office, are by themselves not sufficient for achieving quick response. In fact, companies have implemented these principles, but lead time reduction has been minimal, or much less than expected. Similar problems have been experienced with reengineering efforts.¹ There are three reasons for these failures:

1. Lack of use of system dynamics principles.
2. Management mind-set. The survival of traditional management attitudes and values will negate most benefits of the reorganization.
3. Obsolete performance measures. If performance measures do not reflect the changes in office structure, ...