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Quick Response Manufacturing

Quick Response Creation (QRM) is a companywide strategy that pursues the reduced amount of lead-time in all aspects of an company's functions while simultaneously minimizing costs and increasing quality.

  1. Externally, as identified by customers, QRM means responding to those customers' needs by swiftly designing and developing products customized to those needs.
  2. Internally, in conditions of the company's own operations, QRM focuses on minimizing the lead times for any tasks in a corporation, resulting in increased quality, lower cost, and undoubtedly, quick response.

QRM redefines the traditional description of lead-time, the time between acquiring an order from a person and providing the order to the customer, and renames the metric Manufacturing Critical-path Time (MCT). QRM can be integrated either with large breakthrough improvements or regularly, as it aims to stay proactive in order to decrease costly future operating bills.

QRM discovers its root base in a technique employed by Japanese enterprises in the 1980's known as time-based competition or TBC. The foundation of TBC is the utilization of speed to gain competitive advantages. Rajan Suri, the daddy of QRM, superseded TBC and better on other constant improvement programs by not only competing on rate, but by giving instruction to effectively integrate QRM strategy throughout every aspect of any company all in stride of any common goal. QRM was first introduced to the planet in 1993 when the Center for Quick Response Developing was founded at the College or university of Wisconsin-Madison. [2] QRM gained significant popularity when Dr. Rajan Suri posted the article "Slaying the Beast" in 1995, commenting on bad guidelines in making companies and offering insightful explanations. 1 Due to the positive response he got from the book, Suri continued to write on the subject and consulted businesses in utilizing QRM. Since then, the Center for QRM has helped almost 180 companies apply QRM methodologies thus minimizing their lead times. 2 These businesses utilizing QRM became successful in their marketplaces as the execution of speed is vital to competition.

QRM Key points:

It's not essential to work harder, faster and longer time to complete job previously. One can concentrate on finding new ways to complete a job that calls for lower time. More often than not a job spends in a queue rather than in process and traditional way only turn to reduce control time (touch time) and in QRM concentrate is on lead-time (total elapsed time) and not only finalizing time. Out of total lead-time 34 times only 19. 5 hours is a touch time so that it makes sense that people should concentrate on whole 34 days.

But generally organizations are not designed to concentrate on lead-time. Mainly because organizations don't realize the price of hanging around they mainly focus on handling time like one need to lessen batch sizes to reduce ready time but it'll increase amount of setups that will increase their processing time which is mostly opposing to company goals.

So, Companies need to improve their accounting systems and praise systems so that benefits associated with decrease in lead-time can be assessed and rewarded appropriately.

There is one major problem with cost centered systems that hinders QRM implementation that is useful structure of a business. Looking the shape one can observe how organizations fell into vicious circle by delaying regular jobs because of "hot careers" and on the other hand upsurge in "hot jobs" anticipated to insertion of safe practices time anticipated to postpone in regular jobs. This is also called response time spiral. And so the spiral expands.

QRM focus on reducing system in time like we do in service industry but this will demand significant reorganization of most of the processes. Quite simply, we will finish up with cellular organizations in shop floor and also in offices and each cell will focus on its customers. The POLCA materials control system helps organize development across multiple skin cells. Also, new operating methods such as time slicing are explained, to help cells show non-cell resources.

This rule is hard to absorb as we believe we should utilize capacity to its maximum possible value. Any decrease in the same would mean losing out on productive opportunities, resulting in increasing costs. However, by keeping all the machines busy at extra tall times will not necessarily change into higher productivity or higher productivity. We frequently come across the issues of growing queues because of the existence of a few bottleneck machines and careers spending lots of time waiting for resources scheduled to mismanagement. All of this ultimately results in increasing the business lead time of the jobs which culminates in the increase of the organizational costs, which were enlisted in the last table. In the long run, these costs actually end up being greater than the chance costs of not utilizing the extra capacity. Hence, the extra capacity is highly recommended as a proper investment that will pay for itself often over in increased sales, top quality, and lower total costs.

This is again a measure which is very difficult to digest. We always gauge the usefulness of any process through its efficiency and utilization. However, the condition with the traditional opinion is not the idea of efficiency, but that most methods of efficiency work counter to lead time reduction. Large batches are being used in a lot of companies in a bet to lessen the installation costs. However this very measure results in increasing the business lead time which can culminate in the same problems as enlisted in the previous principle. You'll find so many examples to show the opportunity of reduction of lead amount of time in organizations, a visible one being the case study in Becker (2001) which exhibited how lead time for a line of extra parts for the engine oil drilling industry dropped from 40 days to 5 days and nights using reduced amount of lead time as the main performance strategy in a production cell.

QRM says that the quantities as computed by EOQ are not appropriate and consistent with the purpose of reducing lead time as EOQ doesn't consider many costs of large tons like expediting of late orders, overtime cost for aiming to speed up late jobs, WIP retaining costs including space. Also quality problems are found much later than with small plenty and the quantity of rework and scrap produced is also much larger. At the same time, another important point which is missed in EOQ is the lack of responsiveness which occurs when the procedure is completed with large plenty. Large lots and planning the same makes it difficult for the business to respond quickly to change in customer needs. Nor can good lot sizes for QRM be forecasted by the MRP system, since it assumes set queue times irrespective of workload.

Hence, in order to lessen the lead times throughout the organization, it's important for everyone in a manufacturing firm, and specifically for senior managers, to comprehend the dynamics of stock operations. The mature managers need to have a broad prospect and choose the regulations of production and performance steps only after fully understanding the effects of capacity usage, efficiency options, and whole lot sizing insurance policies on lead time.

The differences between your traditional and QRM views can be observed from the physique given above. Traditional performance actions of usage and efficiency encourage professionals to exploit their resources to the utmost possible value. Production is known as infeasible only once the capacity usage exceeds their maximize reference utilization, and only think about their capacity limit as a boundary between feasible and infeasible development focuses on. Also the conception is that greater lot sizes lead to upsurge in efficiency. However, QRM's emphasis is exclusively on reducing lead time, and therefore the impact of utilization and great deal size on the same is researched. Higher utilization contributes to upsurge in lead time, whereas lead time first lowers and then heightens with upsurge in lot size. It is essential to consider all such manufacturing dynamics in order to come up with an activity that minimizes the lead time and in doing so costs.

According to QRM on-time performance can be an outcome not a performance solution. Because if promptly is recognized as performance strategy departments will estimate longer lead-time to match up with on-time delivery. Again this will lead to Response time spiral and ends in poor performance of organization. But with QRM, business will focus on shortening lead-time as a performance solution. In QRM it's called QRM Quantity (way of measuring lead time reduction). This may eliminates Response Time Spiral and performance of corporation will improve. For example see Desk 2.

MRP systems are of great help in managing material supply and ordering but lead-time cannot be reduced using MRP. MRP should be utilized on higher level planning and coordination not on cell level in a mobile structure applied by QRM. Whereas POLCO can be used to manage material between skin cells and inside skin cells. POLCO basically a hybrid of force and move systems using great things about both.

This phenomena can be again seen as getting into in Response Time Spiral where if company purchases in large batches this makes dealer to have much longer lead time and company to order even greater batches. Internal and external incentives like discounts motivate purchasing in large batches. The results this can be confirmed in John Deere where execution of QRM with suppliers reduced cost and also better quality with shorter lead-time and batches.

Not only at the supply side, the tiny lot concept must be applied at the distribution end too. Normally it is the tendency of the sales team to get higher orders by offering volume discounts. This will again lead to the spiral of increasing whole lot sizes, both during the process as well as on the procurement side, ultimately leading to minimizing of delivery performance. By applying QRM, a corporation can reduce its costs manifold which may then be offered to the customers. There is a need to show to the client that the business can deliver high quality at low prices even for small tons, which would be more beneficial both to the business as well as the client. Thus, the idea of small plenty percolates throughout the business, throughout, as well as throughout the resource chain, from dealer to customer.

The traditional methodology might cause local quality advancements in the respected departments. However, QRM is more worried about the overall company than simply one department. The requirement is to cut the overall lead time for developing as well as office procedures that Q-ROCs are appropriate. Such Q-ROCs cause significant reduced amount of lead times for jobs such as cost estimating, quoting, and order handling. Closed-loop means that the team would be self-sufficient in dealing with all the issues related to lowering lead time. This implies cutting across practical restrictions and changing the reporting structures to ensure the success of the process. Needless to say, this team needs to be given electricity in order to make the decisions as minimizing lead time is the principal goal of the organization. The best example would be that of Ingersoll Trimming Tool Company, in Rockford, which reduced its executive and order handling time for customized cutters from 10 days and nights to half a day after utilizing QRM guidelines. However, QRM shouldn't be considered as a credit card applicatoin of Reengineering as by using ideas of system dynamics in the look of Q-ROCs, providing specific engineering and management guidelines for making organizations, plus by changing management key points and performance actions and implementing a company-wide approach, QRM goes much deeper than Reengineering.

Charging more for speedy response is lasting only in the short-term. Over time, it is quality which differentiates a product from its challengers, and the same goal is offered by QRM. Searching for ways of squeezing periods uncovers quality problems and lost efforts. Changing insurance policies and adopting procedures to rectify the same results in top quality, lower WIP, less overhead, lower operating costs, and greater sales. The QRM Strategy yields better still results than Lean Developing as it ignores the wastes caused by long lead times. QRM calls for the purpose of waste reduction to the next level, creating an even leaner venture that will stay a formidable competitor for years to come.

As we have observed in many quality improving methodologies like Six Sigma, House of Quality the most important element in the success of these initiatives is their approval by all the associates of the business; and QRM is no different. Realigning of most employees, from the shop floor to the boardroom, from workplace workers to older managers, to the QRM key points is a pre-requisite for the success of QRM, and hence training gains value. Normally, performance dimension is linked with the price accounting system which can be an impediment to the successful execution of QRM. Performance way of measuring must be aligned with the rules of QRM if the business has to benefit from the same.

In a nutshell, the next items can be summarized about Quick Response Manufacturing:

  • It requires way of measuring and efforts to reduce the metric, Developing Critical-path Time (MCT), which is defined as the typical amount of calendar time from when a customer creates an order, through the critical-path, before first piece of that order is delivered to the customer.
  • QRM requires four important structural changes to enhance a company structured around cost-based management ways of a time-based concentrate]
  1. Functional to Cellular:Cellular production is a pre-requisite of QRM as the skin cells yield greater flexibility in manufacturing
  2. Top-down Control to Team Ownership:QRM requires the forming of closed-loop, cross-functional clubs which have to be given complete electricity for monitoring the operations.
  3. Specialized Employees to a Cross-trained Workforce:Since the success of the process requires decrease in lead times across all the departments, workers need to be trained to perform multiple tasks and also have a broader perspective.
  4. 3.
  5. Efficiency/Utilization Goals to Lead Time Lowering:The evaluation guidelines, performance steps have to change from the original accounting procedures to the purpose of lead time lowering.

QRM theory advises following four common steps when employing QRM:

  • Creating a QRM mentality:

The most significant part is to make people realize the benefits of QRM over the previous actions i. e. the wastes created anticipated to long business lead time which are even disregarded in Lean Developing. Thereafter, a high-level QRM Steering Committee needs to be shaped and entrusted with the task of overseeing all QRM work, while a QRM Champion - a skilled employee with sound QRM training - is costed with travelling and overseeing jobs over a day-to-day basis.

  • Changing of organizational composition:

Cross-functional planning team are produced to study possible projects to which QRM can be applied. This would need a detailed examination of the MCT, product volumes, tactical needs and other factors. Thereafter, QRM skin cells are made and training and cross-training is provided to the operators in these cells by an execution team, comprising members in the new cell and members of the look team. Way of measuring of MCT is done to monitor lead time.

  • Inclusion of system dynamics:

During both design of the cell and its operation, the execution team should reexamine regulations on usage to properly plan the loading of the cells, maintain free capacity and reduce batch sizes.

  • Enterprisewide enlargement of QRM:

The process would typically start with an individual project. In the event the project is successful, its results have to be conveyed to all the customers of the organization and more jobs need to be undertaken predicated on QRM principles. QRM should then be employed not only throughout the business but also throughout the supply chain. E. g. the suppliers also needs to be determined to inculcate and apply the guidelines of QRM which would have shared benefits for both celebrations.


The Materials Control System for QRM.

POLCO is Paired-cell Overlapping Loops of Credit cards. To implement this system the company need to generate cells of the development process concentrating on subsets for similar parts and then it functions a given customer order through differing cells depending on needs of this order.

High Level MRP can be used to provide higher level planning and coordination of materials from external suppliers and across these inner cells. But cells are managed singularly.

Assume P1 targets color printing and P2 on dark & white printing after which we have three Formatting Skin cells, F1, F2 and F3, which convert the printed bedding into accounts with the required web pages. After formatting comes binding operation, which include punching openings and notches, reducing the sheets, and twisting, A1 to A4. Finally, all requests go directly to the Delivery Cell S1, where in fact the packed plates are located in shipping storage containers and then filled onto carts. The material control system used is POLCA where ADVANCED MRP and a mobile business is a prerequisite.

In this circumstance all Release times are manufactured by using High Level MRP. But even after authorization of POLCO work won't start until all conditions are met.

POLCO cards are used to communicate and control the material movement between cells. As Shape shows the POLCA greeting card flows for a particular order at any group based on initial design. This order's routing calls for it from P1 to F2, then to A4 for binding, and lastly to S1 to be sent. This order will therefore proceed through the POLCA credit card loops with the pairs P1/F2, F2/A4 and A4/S1, as shown in the physique.

If cell P1 has employment authorized that is going to F3 next, then a P1/F3 cards must be available at P1 in order for it to start that job. In case a P1/F3 greeting card is not available, that means that there is a bottleneck at F3 and focusing on that job is only going to enhance the work-in-process at F3. Instead, it would be better for P1 to put its resources into a job that is necessary by another cell that's not backlogged. Therefore the cell team at P1 skips the P1/F3 job for now, and looks at the next approved job to see if a cards is designed for that job, and so forth.

Differences from KANBAN:

  • POLCO cards only control circulation between skin cells not within
  • POLCA cards aren't product specific but they are specific to particular pair of cells.
  • POLCO cards are used as capacity indication whereas Kanban is used as inventory indication. As return of POLCA greeting card from a downstream cell indicators that the cell has available capacity.

Benefits yielded by POLCA:

  • POLCA helps in handling short-term fluctuations in capacity and also aids in reducing congestion on the shop floor. When a POLCA greeting card from a downstream cell is unavailable, it means that that cell or some other cell further downstream is backlogged with work. Hence it generally does not make sense allocating further work to that particular job, without replanning of resources, as this will only increase inventory in the machine since someplace downstream there's a lack of capacity to focus on this job. A better alternative is always to use this cell for a few other job at that time being.
  • POLCA cards stream in longer loops which allows the development to respond to changes in demand or distinctions in the complexities of careers. The additional jobs informed can become a buffer to absorb variations in demand and product blend which makes it highly ideal to meet up with the needs of responsiveness. On the contrary, the yank system stresses on achieving frequent takt times throughout the organization, ignoring the fact that a variety of products will demand different developing times.

Benefits of Quick Response Making:

  • Product Authority:

QRM enables a company to possess shorter time to market. Thus a company can reach out to customers with the most advanced technology while competition play catch-up. There are two means of taking a look at it. The foremost is that a given point of energy a firm's product would be more advanced than that of its rival. Another point of view is the fact since a firm has shorter lead-time it can deliver technology that is openly open to the marketplace much before. Thus, the organization can skim the market because of its superior product. This can be depicted on a period brand as shown below.

  • Lower working capital:

Lower lead times permit companies to get lower raw materials and done goods inventory. As a result the working capital necessity is reduced. This places the organization in a much better strategic position to work with their resources and capital.

  • Better position to increase market share:

The lower lead times improve the firm's responsiveness to opportunities in the surroundings. This increased responsiveness will preferably attract new customers and allow the firm to fully capture a larger ratio of the market.

  • Increased inventory transforms:

Since the production system is activated by demand, smaller batches are produced, inventory decreases, and the amount of inventory turns raises. Many inefficient manufacturers mainly have large amounts of capital tied up in inventory; therefore, their inventory changes are low.

  • Reducing the price of quality by reducing rework:

Cellular developing places more responsibility and accountability on specific development teams, which inherently escalates the quality of the product. It is much better to pinpoint defects since the problems are straight traceable to certain groups or members. This has a positive effect on the grade of products.

  • Cost Lowering:

QRM is aimed at finding opportunities to improve the existing process. This ends up with lower operating costs. Using QRM, companies have the ability to save, in some cases, up to 25% of total operating costs by fixing problems before they happen.

  • Increasing Long Term competitiveness

QRM ultimately aims at boosting the long-term competitiveness of the team. All these benefits are only the stepping rocks in the right route. The enhanced competitiveness of the company means that is objective of improving shareholder value is satisfied.

Issues of Quick Response Creation:

  • Increased reliance on suppliers:

QRM requires a solid relationship with one's uncooked material suppliers. To react to demand, a creation firm must carefully partner with suppliers that will quickly provide the firm's development program. However, if the distributor cannot provide raw materials scheduled to problems such as quality confidence/control, equipment repair or union labor, the developing firm may well not have the ability to meet customer requirements. This may bring about stock outs and backorders.

  • Change Management:

It can be quite difficult to implement QRM in a creation environment. QRM is a small business enabling beliefs that pushes authority down to lower levels and therefore, changes the roles and responsibilities of the employees. "Traditional" tasks, h m lower levels through higher management, are considerably modified and the corporate infrastructure is typically altered. Employees can be hugely apathetic to these changes, which is a barrier that may significantly impede the execution process and the success of QRM. To implement QRM, companies will need to have representation from all disciplines including production, planning, purchasing, anatomist, manufacturing, quality, funding and recruiting to assist in the implementation. All practical areas need to buy-in to QRM to effectively execute such w major change in the manner the firm will business.

What Differentiates QRM from Low fat?

  1. First and foremost is the QRM way of thinking: the drivers for all your rules and strategies in QRM is reduction of lead-time. This time-based way of thinking ends up with many operating guidelines that will vary from traditional ones. On the other hand the driver in JIT/Trim is waste reduction.
  2. Although the business enterprise press has been talking about the value of lead-time decrease, or "speed", for over ten years, we find that a lot of companies still lack the knowledge and the tools to effectively reduce their lead times. Worse still, procedures are set up that are lengthening, rather than shortening, lead times. QRM devotes a large amount of work in educating management and staff on why these traditional regulations bring about long lead times, and in showing them the QRM rules that must definitely be put in place instead.
  3. QRM is a companywide strategy. While the original execution of JIT/Trim at Toyota may well have encompassed the whole company, most European implementations of JIT/Lean have focused on production and materials management. In many cases, JIT/Trim has been interpreted even more narrowly as only putting into action a "pull" system with "Kanban" credit cards. In contrast, QRM clarifies first that it's a companywide strategy with implications considerably beyond the shop floor, and key points for other company areas, such as, office operations, are clearly presented within the QRM idea.
  4. QRM provides logical ideas and tools for lead-time lowering. QRM uses a knowledge of system dynamics, and exploits this understanding to determine the best structures and plans that will certainly reduce lead times. QRM starts by educating employees and giving them insight into these system dynamics. This then helps justify, to management and workers, the need for changes in regulations. State-of-the-art evaluation tools like the MPX software package incorporate this research of system dynamics and help derive the precise changes needed also to quantify the benefits that would be achieved.
    For companies making a sizable variety of products with varying demand, as well as for companies making highly manufactured products, the JIT/Low fat strategy of "draw" is either wasteful or breaks down altogether. For such companies, QRM has an alternative strategy called POLCA, which combines the best top features of "push" and "pull" without their disadvantages.
  • While the JIT/Trim approach tries to remove variability, QRM identifies that in certain markets responding to this variability may provide competitive advantage. Rather than removing variability, QRM creates a highly effective organization structure to cope with it and provide the market. QRM does this by exploiting its knowledge of system dynamics.
  • A specific exemplory case of the difference between JIT/Low fat and QRM is the issue of delivery of materials or components. "On-time delivery" is a cornerstone of JIT/Lean is implementation. Yet QRM's understanding of organizational dynamics implies that promoting on-time delivery ends in dysfunctional dynamics with longer business lead times and higher costs. QRM provides different metrics predicated on lead-time reduction that promise higher improvement over time.
  • The QRM approach extends to supply management as well, and is called time-based resource management (Ericksen, 2000). Companies such as John Deere are finding that, specifically for smaller suppliers, the time based state of mind and QRM principles offer a highly effective approach to focus on advancements at the supplier's procedure. In addition, rapid results may be accomplished, with significant improvements in provider deliveries and quality, and reduction in distributor cost and business lead time (Golden, 1999; Ericksen, 2000; Nelson, 2000).

To summarize, QRM pursues the relentless reduction of lead-time - all QRM concepts stem from this singular driving matter. Instead of management announcing a large number of programs and acronyms, QRM allows management to provide one unified message to the business, and all insurance policies follow from this one driving strategy.

Examples of implementation of Quick Response Manufacturing:

Trans-Coil Inc.

The Milwaukee Company makes equipment encouraging variable-speed electric drives.


When Trans-Coil Inc. informed customers it could take a little while to complete an order, the procedure sometimes dragged on much longer. It had to improve its record for creation time and appointment deadlines, or risk sacrificing business. To solve the condition, Trans-Coil may have built large numbers of components in advance and placed them on shelves, ready for fast shipping. But it could have meant spending a lot of money on raw materials, production and handling, with no assurances of offering the warehoused products. Even worse, the company would have been jammed with unused, outdated components when customers made even slight changes with their product specs.


With quick-response processing, companies minimize enough time it takes for products to flow through their operations. It can make companies more nimble, reactive, and lower costs, based on the strategy's advocates. In changing its functions, Trans-Coil started with the manufacturer. Production employees were cross-trained to do almost every job in the place. That was an enormous change from the days of the past when employees seldom stepped out with their specified work areas. Trans-Coil employees are now divided into work cells centered on smaller order sizes, including custom work, with clubs of people responsible for getting products out the entranceway as quickly as possible. The business's customers have been asked to improve their ordering practices. Previously, some customers purchased parts in large amounts with long lead times, so they wouldn't be caught with empty racks. Now they order just what they want, with brief lead times, which decreases their inventory costs.


The production workers can switch careers on the moment's notice depending on what's needed. Under the new methods, employees are much more involved with the complete creation process, including office procedures. Customer service associates can program work orders as they talk with customers and suppliers. In some instances, suppliers are involved with product design changes. As a result of the business strategy changes, Trans-Coil has reduced product lead times by 90%. The company has decreased its operating and inventory costs, while at the same time dealing with more requests and increasing output and income. TCI's proceed to Quick Response Making methods has reduced lead-time from weeks to days (even a day in some instances). Short lead-time means that TCI customers only order what they need, ultimately minimizing their inventory costs. Changing the Clumsy procedure for making bicycles at Trek Bike:

The Company is one of the better bicycle manufacturers on the globe.


In June 1997, the business was experiencing high making costs, long lead times and complete failure to develop to schedule. The seasonality factor involved in this business adds to the woes of the business. Again the fact that the production department people had been working in such an operating environment for quite some time, probability of some real major change being accepted in the business was very difficult. The President of the business was of the judgment that if this problem were not attended to quickly the business would maintain serious trouble.


The Company appointed Rajan Suri to talk to the company for implementation of the QRM system. The target was used to reduce the corporate lead-time from 128 times to 30 days in one calendar year. The concern was set right as either the employees work towards it or work somewhere else. They first conducted QRM workout sessions and they tasked each of the manufacturing groups with lead-time decrease plans. In addition they had a commercial level goal for the same.


Contrary to what that they had expected the employees commonly accepted the change and almost all of the manufacturing clubs overcome their goals by an enormous margin. Because of this the company was able to do a better job with customer service, product development and back office operations. To specify a measure the changes resulted in:

  1. Higher Gross Margins
  2. Less Inventory
  3. Higher sales credited to higher load rates
  4. Low manufacturing costs

The overall lead-time has been reduced by 50% and they expect to reduce it further by 25% in the coming year. In addition but throughout any office there's been a drive to lessen the time it requires to develop services, process credit applications and perform other responsibilities such as process purchases and credit. A kind of QRM culture was successfully developed throughout the organization.

Examples of POLCA implementation in companies:

In partnership using its member companies, the Center for Quick Response Developing (QRM) has implemented POLCA at several factories. For instance, Rockwell Automation has integrated POLCA at factories in america and Canada that makes electric motor control centers (Honerlaw and Cronce, 2001; Gilson, 2002). These factories already had cells set up and possessed obtained large lead-time reductions prior to putting into action POLCA. The creators survey that POLCA led to additional 15-30% reductions in lead time and work-in-process. At one factory, on-time deliveries between skin cells increased from under 40% to over 90%, verifying that POLCA truly helps the coordination of material flow across cells. At another manufacturing plant, POLCA helped to increase output by 18%. In addition, it eliminated enough time previously spent by team market leaders and schedulers on expediting. The system has been accepted - even praised - by shop floor employees and schedulers. A second example is provided by Olsen Executive, a contract producer that supplies hardened and precision floor metal pins, bushings, miscellaneous CNC parts, and tube bending parts. The manufacturing unit produces over 5000 different part numbers with highly varying demand, so move did not seem to be appropriate, and thus the management team decided to apply POLCA (Dawson, Hansel, and Miller, 2002). The writers article that POLCA led to lead-time reductions which range from 22% to 68%. Work in process and stock inventories were also reduced significantly, occasionally by as much as 90%! Furthermore, the POLCA system significantly increased the operator morale and instilled a culture of constant improvement at the facility.

The experiences with these implementations have led us to develop a step-wise process of implementing POLCA in a manufacturer. These steps solve several practical issues such as creating the prerequisites for POLCA, determining the POLCA loops, processing the number of POLCA cards, deciding the quantum of work a POLCA greeting card represents, and addressing part shortages. Details of this step-wise way are available in Krishnamurthy (2002) and Suri and Krishnamurthy (2003).

  1. Suri, R. (1998). Quick Response Processing: A Companywide Approach to Reducing Lead Times, Portland: Efficiency Press.
  2. Center for Quick Response Making Homepage. (2009). The School of Wisconsin-Madison College or university of Executive Website, http://www. engr. wisc. edu/centers/cqrm
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