Production Scheduling and Production Logistics
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When undertaking the manufacture of any product organising the process can be very complex. It is paramount that all resources and the sequences of any tasks are allocated in the correct way to make sure that production is as efficient as it can be. It is undertaken nowadays using computers with production scheduling and production logistics software to make the whole production process smooth. This allows modelling to be undertaken so if there are any problems they can be identified and fixed; the software can help remedy this. When looking at production schedules, companies can establish whether a delivery is going to be met on time and adjust the process if needed. It also provides data for the workers to measure productivity therefore maximising the potential of the workforce. The advantages of this type of computer-based scheduling and production includes raising productivity levels, managing some flexibility and easily adaptable processes if there is a product mix or quantity change. It also helps maintain a balance on production lines and minimises work in progress and reduction of inventory
Robotics in Production
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Most of the robots that are in use today are found in the manufacturing industry on automated production and assembly lines and in manufacturing cells. Human operators have been largely replaced using automation. This is defined as the use of computer system to control industrial machinery and processes. British automation and robot Association defines industrial robots as a reprogrammable device designed to both manipulate and transport parts, tools, or specialised manufacturing implements through variable programmed motions to the performance of specific manufacturing tasks. Japan is the world leader in robotics technology and they widen this definition to include arms controlled directly by humans which have a wide range of possible future applications.
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Basic robotics technology in modern industrial robots is similar to CNC technology but with robots having many more degrees of freedom. In manufacturing applications robots can be used for assembly work, processes such as painting, welding, etc. They can also be used for materials handling as well. Initially robots operated without any feedback but they are now being equipped with vision and tactile century feedback sensors. As artificial intelligence and robotics improves it is quite likely that they will be able to judge for themselves when it is safe to operate amongst humans without having guards built-in and safety mechanisms that limit their operations.
There are various levels of complexity from manufacturing tasks with robots and these are shown below.
There are various levels of complexity from manufacturing tasks with robots and these are shown below.
Flexible Manufacturing Systems (FMS) Modular/Cell
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Flexible manufacturing systems are becoming more and more popular. As the name suggests, it revolves around the key principle of flexibility, allowing the system to react when changes are identified. When speaking in the context of manufacturing, flexibility is a catch-all term that’s used to describe a manufacturing system’s ability to make adjustments to better handle nuances like mixed parts, variations in assembly, variations in process sequence, production volume changes, design changes, and many other changes! FMS is a method used to manufacture and produce goods that is able to adapt to changes. Whether these changes involve the addition of a new product types, the modification of existing product types, etc., a FMS can handle these and more. It provides manufacturing companies with a sharp competitive edge over their counterparts who do not use such flexible systems. Even so, however, there are both pros and cons associated with FMS.
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FMS brings together new manufacturing technologies such as CNC robotics automated handling systems and computer information management systems to form an integrated system. It is different from an automated production line because of its ability to process more than one product style simultaneously. FMS have very powerful computing capacity that gives it the ability to control and coordinate the individual equipment, items and facilities as well as performing production planning and routing of material through the system. The main advantage of any FMS is its high flexibility in managing manufacturing resources in terms of both machines and personnel in order to manufacture a new product.
This flexibility allows the system to react quickly to changes in production, whether predicted or unpredicted, utilising two main features. Machine flexibility and routing flexibility.
Machine flexibility – this involves the system’s ability to be changed to produce new product types, and ability to change the order of operations executed on a part.
Routing flexibility – this involves the ability to use multiple machines to perform the same operation on a part, as well as the system’s ability to absorb large-scale changes, such as in volume, capacity or capability.
Routing flexibility – this involves the ability to use multiple machines to perform the same operation on a part, as well as the system’s ability to absorb large-scale changes, such as in volume, capacity or capability.
FMS varies in complexity and size. Some are designed to be very flexible and produce a wide variety of parts in very small batches. Others have the ability to produce a single complete product in large batches from a sequence of many individual operations known as a flexible transfer line.
Advantages of FMS include:
The main disadvantage of flexible manufacturing systems are that setting up the system requires a great deal of pre-planning and the very high cost of setting this up.
Advantages of FMS include:
- increased productivity due to automation
- shorter lead times the new products due to flexibility
- lower labour costs due to automation
- improved production quality due to automation
The main disadvantage of flexible manufacturing systems are that setting up the system requires a great deal of pre-planning and the very high cost of setting this up.
For further reading on FMS click here
Watch The video below to see how a cell can make a variety of chair or table frames
It also works for textiles and with humans well
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Manufacturing Cells
Manufacturing cells are sets of machines that are grouped by the products or parts that they produce. This type of system is used in the cellular manufacturing concept and is distinct from the traditional functional manufacturing system, which groups all similar machines together. The use of manufacturing cells is generally used to increase the flow of materials and to eliminate waste in the manufacturing process.
A critical step in implementing a cellular manufacturing system is to develop manufacturing cells. It can prove challenging because, if the same machines are required in different cells, it may result in higher capital investment. However, the benefits of manufacturing cells, such as higher productivity, better responsiveness to market conditions, and the ability to produce customised goods in small volumes, can more than offset the increased costs.
Benefits of Manufacturing Cells
Overproduction is an example of a waste because more products are made than can be used. A manufacturing cell eliminates waste by making it easier to produce only what is needed. All operations are in close proximity, and the production process is simplified. In a cellular arrangement, one operator can complete multiple operations, which may improve the balance of work and simplify product flow.
Overproduction leads to excess inventory, which is the costliest of all manufacturing wastes. Manufacturing cells prevent excess inventory in a variety of ways. First, by balancing the work and instructing operators not to exceed what the next person can handle, the work-in-process inventory is reduced. By the nature of the cell layout, there's nowhere to put excess inventory.
Lastly, manufacturing cells help eliminate the waste associated with over-processing by keeping processes in close proximity to each other and making only what can be used immediately. Unnecessary processes, such as packing and unpacking, are eliminated because handling is reduced, and that which remains poses little risk of damage. Parts in the cells are processed sooner, so any of the other product protection processes can also be eliminated. The close proximity of all the operations makes it easier to identify the processes that are not adding value to the product.
Manufacturing cells are sets of machines that are grouped by the products or parts that they produce. This type of system is used in the cellular manufacturing concept and is distinct from the traditional functional manufacturing system, which groups all similar machines together. The use of manufacturing cells is generally used to increase the flow of materials and to eliminate waste in the manufacturing process.
A critical step in implementing a cellular manufacturing system is to develop manufacturing cells. It can prove challenging because, if the same machines are required in different cells, it may result in higher capital investment. However, the benefits of manufacturing cells, such as higher productivity, better responsiveness to market conditions, and the ability to produce customised goods in small volumes, can more than offset the increased costs.
- A manufacturing cell places key people, machines, and supplies in one strategic location. Manufacturing cells can lead to the more efficient flow of materials, increased communication, and lower inventories.
- While the capital costs of adding machines to separate cells can be high, the benefits are often worth it.
- Manufacturing cells can eliminate waste associated with overproduction, excess inventory, and over-processing.
Benefits of Manufacturing Cells
Overproduction is an example of a waste because more products are made than can be used. A manufacturing cell eliminates waste by making it easier to produce only what is needed. All operations are in close proximity, and the production process is simplified. In a cellular arrangement, one operator can complete multiple operations, which may improve the balance of work and simplify product flow.
Overproduction leads to excess inventory, which is the costliest of all manufacturing wastes. Manufacturing cells prevent excess inventory in a variety of ways. First, by balancing the work and instructing operators not to exceed what the next person can handle, the work-in-process inventory is reduced. By the nature of the cell layout, there's nowhere to put excess inventory.
Lastly, manufacturing cells help eliminate the waste associated with over-processing by keeping processes in close proximity to each other and making only what can be used immediately. Unnecessary processes, such as packing and unpacking, are eliminated because handling is reduced, and that which remains poses little risk of damage. Parts in the cells are processed sooner, so any of the other product protection processes can also be eliminated. The close proximity of all the operations makes it easier to identify the processes that are not adding value to the product.
Lean Manufacturing (using JIT)
Lean manufacturing is a methodology that focuses on minimising waste within manufacturing systems while simultaneously maximising productivity. Waste is seen as anything that customers do not believe adds value and are not willing to pay for. Some of the benefits of lean manufacturing can include reduced lead times, reduced operating costs and improved product quality.
Lean manufacturing, also known as lean production, or lean, is a practice that organisations from numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also benefit from using a lean production system.
Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.
Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota's lean production system. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well as industries outside of manufacturing, including healthcare, software development and service industries.
Lean manufacturing, also known as lean production, or lean, is a practice that organisations from numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also benefit from using a lean production system.
Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.
Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota's lean production system. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well as industries outside of manufacturing, including healthcare, software development and service industries.
Five principles of lean manufacturing
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as core principles. They are value, the value stream, flow, pull and perfection. These are now used as the basis for lean implementation.
1. Identify value from the customer's perspective. Value is created by the producer, but it is defined by the customer. Companies need to understand the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.
The company must strive to eliminate waste and cost from its business processes so that the customer's optimal price can be achieved -- at the highest profit to the company.
2. Map the value stream. This principle involves recording and analyzing the flow of information or materials required to produce a specific product or service with the intent of identifying waste and methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.
Companies must examine each stage of the cycle for waste. Anything that does not add value must be eliminated. Lean thinking recommends supply chain alignment as part of this effort.
3. Create flow. Eliminate functional barriers and identify ways to improve lead time. This aids in ensuring the processes are smooth from the time an order is received through to delivery. Flow is critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the production process and enabling a harmonized and integrated set of processes in which activities move in a constant stream.
4. Establish a pull system. This means you only start new work when there is demand for it. Lean manufacturing uses a pull system instead of a push system.
Push systems are used in manufacturing resource planning (MRP) systems. With a push system, inventory needs are determined in advance, and the product is manufactured to meet that forecast. However, forecasts are typically inaccurate, which can result in swings between too much inventory and not enough, as well as subsequent disrupted schedules and poor customer service.
In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought or made until there is demand. Pull relies on flexibility and communication.
5. Pursue perfection with continual process improvement, or Kaizen. Lean manufacturing rests on the concept of continually striving for perfection, which entails targeting the root causes of quality issues and ferreting out and eliminating waste across the value stream.
The eight wastes of lean production
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as core principles. They are value, the value stream, flow, pull and perfection. These are now used as the basis for lean implementation.
1. Identify value from the customer's perspective. Value is created by the producer, but it is defined by the customer. Companies need to understand the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.
The company must strive to eliminate waste and cost from its business processes so that the customer's optimal price can be achieved -- at the highest profit to the company.
2. Map the value stream. This principle involves recording and analyzing the flow of information or materials required to produce a specific product or service with the intent of identifying waste and methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.
Companies must examine each stage of the cycle for waste. Anything that does not add value must be eliminated. Lean thinking recommends supply chain alignment as part of this effort.
3. Create flow. Eliminate functional barriers and identify ways to improve lead time. This aids in ensuring the processes are smooth from the time an order is received through to delivery. Flow is critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the production process and enabling a harmonized and integrated set of processes in which activities move in a constant stream.
4. Establish a pull system. This means you only start new work when there is demand for it. Lean manufacturing uses a pull system instead of a push system.
Push systems are used in manufacturing resource planning (MRP) systems. With a push system, inventory needs are determined in advance, and the product is manufactured to meet that forecast. However, forecasts are typically inaccurate, which can result in swings between too much inventory and not enough, as well as subsequent disrupted schedules and poor customer service.
In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought or made until there is demand. Pull relies on flexibility and communication.
5. Pursue perfection with continual process improvement, or Kaizen. Lean manufacturing rests on the concept of continually striving for perfection, which entails targeting the root causes of quality issues and ferreting out and eliminating waste across the value stream.
The eight wastes of lean production
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The Toyota Production System laid out seven wastes, or processes and resources, that don't add value for the customer. These seven wastes are:
- unnecessary transportation;
- excess inventory;
- unnecessary motion of people, equipment or machinery;
- waiting, whether it is people waiting or idle equipment;
- over-production of a product;
- over-processing or putting more time into a product than a customer needs, such as designs that require high-tech machinery for unnecessary features; and
- defects, which require effort and cost for corrections.
Just in Time (JIT)
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Just in Time (JIT), as the name suggests, is a management philosophy that calls for the production of what the customer wants, when they want it, in the quantities requested, where they want it, without it being delayed in inventory.
Instead of building large stocks of what you think the customer might want you only make exactly what the customer actually asks for when they ask for it. This allows you to concentrate your resources on only fulfilling what you are going to be paid for rather than building for stock.
Within a Just in Time manufacturing system, each process will only produce what the next process in sequence is calling for.
A Just in Time system will seek to use simple visual tools known as Kanbans to pull production through the processes according to what the customer actually takes. It massively reduces the amount of stock held and will reduce lead times by a significant amount, often from weeks to just a few hours or days.
The benefits of a JIT system
The following are some of the many benefits that you could gain through the implementation of just in time:
Order to Cash
• The Order to Cash Timeline; as you reduce your lead time the quicker you get your cash.
• Reduction in the order to payment timeline; cash, as they say is king in business. Many businesses will suffer with cash flow problems as they will often have to purchase large amounts of raw materials prior to manufacturing and subsequent payment by the customer. Often this gap is many months. Through implementing JIT you are able to considerably reduce that time period.
• Reduction in Inventory costs; one of the main aims with any JIT implementation is to improve stock turns and the amount of stock being held. Personal experience has seen reductions of more than 90% stock in some industries. Along with the reduction in the stock come many other associated benefits.
Instead of building large stocks of what you think the customer might want you only make exactly what the customer actually asks for when they ask for it. This allows you to concentrate your resources on only fulfilling what you are going to be paid for rather than building for stock.
Within a Just in Time manufacturing system, each process will only produce what the next process in sequence is calling for.
A Just in Time system will seek to use simple visual tools known as Kanbans to pull production through the processes according to what the customer actually takes. It massively reduces the amount of stock held and will reduce lead times by a significant amount, often from weeks to just a few hours or days.
The benefits of a JIT system
The following are some of the many benefits that you could gain through the implementation of just in time:
Order to Cash
• The Order to Cash Timeline; as you reduce your lead time the quicker you get your cash.
• Reduction in the order to payment timeline; cash, as they say is king in business. Many businesses will suffer with cash flow problems as they will often have to purchase large amounts of raw materials prior to manufacturing and subsequent payment by the customer. Often this gap is many months. Through implementing JIT you are able to considerably reduce that time period.
• Reduction in Inventory costs; one of the main aims with any JIT implementation is to improve stock turns and the amount of stock being held. Personal experience has seen reductions of more than 90% stock in some industries. Along with the reduction in the stock come many other associated benefits.
Quick Response Manufacturing
Now you are familiar with lean manufacturing principles, you know that lean manufacturing is about eliminating waste. This typically results in reduced inventories and the ability to quickly respond to customer needs. Quick Response Manufacturing takes these principles a step further, putting the entire company's focus on quickly responding to customers.
For QRM, the idea is simple: shorten the time between when an order is received until the delivery of the product or service. But it can go even further to include reducing the time required to bring a new product to the market, while still being able to design a product to meet specific customer needs.
Essentially, Quick Response Manufacturing relentlessly pursues the reduction of lead time in all aspects of your operations. Externally, Quick Response Manufacturing means responding to your customers' needs by rapidly designing and manufacturing products customised to those needs. Equally important is what Quick Response Manufacturing means internally to your organisation. Whereas JIT (or lean manufacturing) focuses on the relentless pursuit (continuous improvement) of eliminating non-value-added waste to improve quality, reduce cost (and reduce lead time), Quick Response Manufacturing focuses on the relentless pursuit of reducing lead times throughout your operation to improve quality, reduce cost, and eliminate non-value added waste.
The QRM focus is on the entire business, from purchasing through product delivery. This includes reducing the time needed to issue a purchase order, optimising the supply chain, and reducing the time required to approve an engineering change. The objective isn't to work faster, but to eliminate waste and put priorities on the right objectives.
For QRM, the idea is simple: shorten the time between when an order is received until the delivery of the product or service. But it can go even further to include reducing the time required to bring a new product to the market, while still being able to design a product to meet specific customer needs.
Essentially, Quick Response Manufacturing relentlessly pursues the reduction of lead time in all aspects of your operations. Externally, Quick Response Manufacturing means responding to your customers' needs by rapidly designing and manufacturing products customised to those needs. Equally important is what Quick Response Manufacturing means internally to your organisation. Whereas JIT (or lean manufacturing) focuses on the relentless pursuit (continuous improvement) of eliminating non-value-added waste to improve quality, reduce cost (and reduce lead time), Quick Response Manufacturing focuses on the relentless pursuit of reducing lead times throughout your operation to improve quality, reduce cost, and eliminate non-value added waste.
The QRM focus is on the entire business, from purchasing through product delivery. This includes reducing the time needed to issue a purchase order, optimising the supply chain, and reducing the time required to approve an engineering change. The objective isn't to work faster, but to eliminate waste and put priorities on the right objectives.
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Moving Beyond Lean
Quick Response Manufacturing sounds a lot like lean manufacturing, and they are similar. However, lean is based on principles developed in auto manufacturing, and is best applied to high volume production of similar products. Quick response manufacturing is designed for companies with lower volume production, a production volume that varies, or manufacturers that make customised products. The leading example of quick response manufacturing is Dell computers, which became famous for quickly shipping computers made to customer's individual specifications.
Variability
One of the goals of lean manufacturing is to eliminate waste by minimising variability. Quick Response Manufacturing refines this philosophy by distinguishing between strategic variability and dysfunctional variability.
Strategic variability adds value to the product line. Dell, for example, allows customers to select the options they want for their computers. This created a high level variability in the product, but also a high level of customer satisfaction.
Dysfunctional variability does not add value, is not desired by the customer, and so it must be eliminated. An example of dysfunctional variability would be imprecise manufacturing such that the product size varied more than customers could accept. Dysfunctional variability results in rework, product returns, and missed delivery dates.
Although Quick Response Manufacturing goes beyond lean, it does not throw out or ignore lean principles and methods. What it does is expand and refine lean principles to bring a sharper focus on reducing lead times.
How Does QRM Work?
QRM builds on the basic principles of eliminating waste and improving efficiency, while also incorporating principles unique to QRM. These include:
• Laser-like focus on lead time reduction in manufacturing.
• Cell-based system of manufacturing.
• A focus on implementation and sustaining changes that reduce lead times.
• Using Manufacturing Critical-path Time (MCT) to measure lead times.
With its focus on reducing lead times, manufacturing critical-path time is one of the key metrics used to measure success. This is the total time from when a customer creates an order, through the critical path, until the first part of the order is delivered. Notice that the clock starts when the customer creates an order. How quickly that ordered is received, processed, and moved into the manufacturing process is a part of the critical path. If orders come through an order desk, that includes sales people manually entering the order, manufacturing may not start until the next day. If the customer enters the order directly into an automated online system, manufacturing may start within minutes after the order was created.
By focusing on reducing the manufacturing critical-path lead time, waste is identified with the result that overhead costs are significantly reduced. The goals of the organisation become unified around reducing lead time, with activities that increase lead-time being eliminated or redesigned.
QRM builds on the basic principles of eliminating waste and improving efficiency, while also incorporating principles unique to QRM. These include:
• Laser-like focus on lead time reduction in manufacturing.
- Rethinking the manufacturing process and equipment decisions, to put the focus on lead time reduction.
- Focusing all aspects of the organization, from the shop floor to the front office, and including vendors in the supply chain, on quick responses and reducing lead times.
• Cell-based system of manufacturing.
• A focus on implementation and sustaining changes that reduce lead times.
• Using Manufacturing Critical-path Time (MCT) to measure lead times.
With its focus on reducing lead times, manufacturing critical-path time is one of the key metrics used to measure success. This is the total time from when a customer creates an order, through the critical path, until the first part of the order is delivered. Notice that the clock starts when the customer creates an order. How quickly that ordered is received, processed, and moved into the manufacturing process is a part of the critical path. If orders come through an order desk, that includes sales people manually entering the order, manufacturing may not start until the next day. If the customer enters the order directly into an automated online system, manufacturing may start within minutes after the order was created.
By focusing on reducing the manufacturing critical-path lead time, waste is identified with the result that overhead costs are significantly reduced. The goals of the organisation become unified around reducing lead time, with activities that increase lead-time being eliminated or redesigned.
Benefits of Quick Response Manufacturing
There are a number of significant benefits resulting from implementing quick Response Manufacturing. Three of the most important are:
1. Increased customer satisfaction - We're in a highly competitive world in which waiting time is wasted time. If you can reliably deliver the products the customer wants, and do so quickly, you'll have happier customers who return to buy from you again; his will also improve the company's reputation
2. Increased cash flow – By delivering products to customers quicker, you get paid quicker and your overall cash flow increases. This gives you more flexibility and a greater ability to respond to market changes.
3. Beating the competition – Quick Response Manufacturing drives innovation and prevents a company from resting on its laurels while a competitor innovates and steals away customers. The relentless focus on further decreasing lead times pushes an organisation to continually be innovating, which results in improved quality, new product features, and a focus on being close to and serving customers.
4.For medium and small businesses focused on delivering customised products to their customers, Quick Response Manufacturing provides framework and methods to drive success. Flow production, triggered by customer demand means that orders move quickly through the supply chain. It also allows for changes in designs/products to be changed quickly to respond to changes in fashion and trends.
5. It’s not an easy path, but it requires a relentless commitment to reducing lead times, and creating a quicker time to market. The use of QRM using dedicated cells and production lines allows for JIT. This then reduces stockpiling of materials and components and as it is customer pull there is no stockpiling of product. Waste is reduced as well as overheads and the highly automated production cells means a lower working capital is required.
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There are a number of significant benefits resulting from implementing quick Response Manufacturing. Three of the most important are:
1. Increased customer satisfaction - We're in a highly competitive world in which waiting time is wasted time. If you can reliably deliver the products the customer wants, and do so quickly, you'll have happier customers who return to buy from you again; his will also improve the company's reputation
2. Increased cash flow – By delivering products to customers quicker, you get paid quicker and your overall cash flow increases. This gives you more flexibility and a greater ability to respond to market changes.
3. Beating the competition – Quick Response Manufacturing drives innovation and prevents a company from resting on its laurels while a competitor innovates and steals away customers. The relentless focus on further decreasing lead times pushes an organisation to continually be innovating, which results in improved quality, new product features, and a focus on being close to and serving customers.
4.For medium and small businesses focused on delivering customised products to their customers, Quick Response Manufacturing provides framework and methods to drive success. Flow production, triggered by customer demand means that orders move quickly through the supply chain. It also allows for changes in designs/products to be changed quickly to respond to changes in fashion and trends.
5. It’s not an easy path, but it requires a relentless commitment to reducing lead times, and creating a quicker time to market. The use of QRM using dedicated cells and production lines allows for JIT. This then reduces stockpiling of materials and components and as it is customer pull there is no stockpiling of product. Waste is reduced as well as overheads and the highly automated production cells means a lower working capital is required.
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