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The rules of Quick Response Manufacturing


Quick Response Making (QRM) is a strategy which needs to applied throughout the business and whose main aim is the reduction of lead-time in each and every operation of the business while simultaneously minimizing costs and improving quality. QRM can be defined in two contexts: (i) Externally (Customers perspective): QRM means quickly responding to customer needs by making and producing goods personalized to cater those needs. (ii) Internally, QRM stresses on lowering the lead times throughout the organization, resulting in lower inventory, better quality, lower cost, and better responsiveness.

QRM uses Processing Critical-path Time (MCT) as the metric for calculating the success of QRM operations. MCT is an extension of the idea of lead-time, which is enough time from the receipt of order from the customer till the product is sent to the customer. You will discover 2 ways of implementing QRM: the first is using large breakthrough improvements and the other is through constant improvements.

QRM was developed by Rajan Suri, a Professor at the School of Wisconsin-Madison, who is well-known for his works on continuous improvement programs. He not only gave the theory but also the practical ways where QRM could be effectively applied and included in the operations of the company. QRM is actually an extension of the time structured Competition (TBC), that was a strategy employed by Japanese companies in the 1980's. TBC's philosophy is by using speed to get competitive advantages. QRM is more particular as it is fixed to manufacturing organizations only. QRM discovers its first foray in history in 1993 with the foundation of the guts for Quick Response Making at the University or college of Wisconsin-Madison. In 1995, Rajan Suri posted the article "Slaying the Beast" which put forth some bad regulations which were prevalent in developing companies and also offered explanations for the same. This helped QRM gain a lot of acceptance and importance. 1 The positive response spurred Dr. Suri to keep focusing on this subject and this further resulted in his talking to businesses in putting into action QRM and efficiently applying the same in many companies. Since then, the Center for QRM has helped in making use of QRM in practically 180 companies leading to reduced lead times and increased market stocks. 2

QRM Principles

It's not necessary to work harder, faster and longer hours to complete job earlier. One can concentrate on finding new ways to complete employment that requires lower time. Most of the time employment spends in a queue rather than in process and traditional strategy only look to reduce handling time (touch time) and in QRM emphasis is on lead-time (total elapsed time) and not simply processing time. Out of total lead-time 34 times only 19. 5 time is a touch time so it makes sense that we should focus on whole 34 days and nights.

But generally organizations aren't designed to give attention to lead-time. Mainly because organizations don't understand the expense of hanging around they mainly concentrate on handling time like one need to lessen batch sizes to lessen ready time but it will increase number of setups that increase their control time which is mostly opposing to company goals.

So, Companies need to improve their accounting systems and reward systems so that great things about decrease in lead-time can be measured and rewarded properly.

Table 1: Types of Organizational Waste Due to Long Business lead Times

Expediting of hot jobs or late requests:

- Requires Systems, Air Freight, People, even Top Management time

Production Meetings necessary to change and upgrade priorities

Overtime charges for trying to increase late jobs

Time put in by Sales, Planning, and other Departments to develop and

update forecasts

WIP and Finished Goods holding costs, including space

Obsolescence of parts made to forecast but is not used

Quality problems not diagnosed till much later; tons of rework or scrap

Chance for:

- Order changes or even cancellations

- Feature and scope creep

- Loss of sales to competition

Sales time specialized in expediting and describing delays to customer

Complex systems required to manage the active environment

There is one significant problem with cost structured systems that hinders QRM implementation that is useful structure of an organization. Looking the amount one can see how organizations dropped into vicious circle by delaying regular careers because of "hot jobs" and on the other hand increase in "hot jobs" anticipated to insertion of safe practices time credited to hold off in regular careers. This is also known as response time spiral. So the spiral grows up.

QRM focus on reducing system with time like we do operating industry but this will require substantial reorganization of most of the processes. In essence, we will wrap up with mobile organizations in shop floor and also in office buildings and each cell will concentrate on its customers. The POLCA material control system helps coordinate production across multiple skin cells. Also, new operating methods such as time slicing are identified, to help skin cells share non-cell resources.

This basic principle is hard to digest as we think that we have to 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 high times will not necessarily convert into higher output or higher production. We frequently come across the problems of growing queues because of the existence of a few bottleneck machines and careers spending lots of time looking forward to resources due to mismanagement. All of this ultimately results in increasing the lead time of the jobs which culminates in the increase of the organizational costs, which were enlisted in the last table. Over time, these costs actually prove to be greater than the ability costs of not using the spare capacity. Hence, the free capacity should be considered as a strategic investment that can pay for itself many times over in increased sales, higher quality, and lower total costs.

This is again a solution which is very hard to absorb. We always measure the effectiveness of any process through its efficiency and usage. However, the situation with the traditional belief isn't that efficiency is not an important solution, but that most measures of efficiency result in increased business lead time which ultimately harms the organization. Large batches are used in a lot of companies in a bid to reduce the setup costs. However this very measure leads to increasing the business lead time which can culminate in the same problems as enlisted in the previous principle. There are numerous examples to show the range of reduction of lead time in organizations, a prominent one being the research study in Becker (2001) which demonstrated how lead time for a line of extra parts for the essential oil drilling industry lowered from 40 days and nights to 5 times using reduction of lead time as the primary performance measure in a making cell.

QRM says that the amounts as computed by EOQ aren't appropriate and constant with the purpose of minimizing lead time as EOQ doesn't consider many costs of large tons like expediting lately purchases, overtime cost for wanting to speed up late jobs, WIP retaining costs including space. Also quality problems are detected much later than with small plenty and the amount of rework and scrap made is also much larger. At exactly the same time, another important point which is missed in EOQ is the lack of responsiveness which occurs when the process is completed with large plenty. Large a lot and planning for the same helps it be difficult for the organization to reply quickly to change in customer needs. Nor can good lot sizes for QRM be predicted by the MRP system, since it assumes fixed queue times regardless of workload.

Hence, to be able to reduce the lead times throughout the organization, it is important for everyone in a creation firm, and specifically for senior managers, to comprehend the dynamics of factory operations. The mature managers need to have a broad outlook and choose the procedures of production and performance procedures only after totally understanding the effects of capacity utilization, efficiency methods, and great deal sizing policies on lead time.

Figure 3. Traditional Versus QRM Views of Capacity and Lot Sizing

Source: QRM and POLCA:AN ABSOLUTE Combination forManufacturing Corporations in the 21st Century - Rajan Suri

The differences between your traditional and QRM views can be observed from the number given above. Traditional performance options of utilization and efficiency encourage professionals to exploit their resources to the maximum possible value. Creation is considered infeasible only once the capacity utilization surpasses their maximize learning resource utilization, in support of think about their capacity limit as a boundary between possible and infeasible creation targets. Also the notion is that greater whole lot sizes lead to increase in efficiency. However, QRM's concentrate is entirely on minimizing lead time, and hence the impact of utilization and great deal size on the same is studied. Higher utilization contributes to upsurge in lead time, whereas lead time first decreases and then heightens with upsurge in lot size. It is essential to consider all such developing dynamics to be able 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 measure. Because if on time is recognized as performance strategy departments will quote longer lead-time to complement up with on-time delivery. Again this will bring about Response time spiral and results in poor performance of firm. But with QRM, organization will focus on shortening lead-time as a performance solution. In QRM it's called QRM Amount (way of measuring lead time lowering). This can eliminates Response Time Spiral and performance of business will improve. For example see Table 2.

MRP systems are of great help in managing material resource and buying but lead-time can't be reduced using MRP. MRP should be utilized on advanced planning and coordination not on cell level in a cellular structure carried out by QRM, whereas POLCO can be used to manage materials between skin cells and inside skin cells. POLCO basically a hybrid of push and draw systems using advantages of both.

This phenomena can be again viewed as stepping into in Response Time Spiral in which if company purchases in large batches this makes distributor to have much longer lead time and company to order even larger batches. Internal and external incentives like savings motivate purchasing in large batches. The results this is verified in John Deere where implementation of QRM with suppliers lower cost and also increased quality with shorter lead-time and batches.

Not only at the resource side, the tiny lot concept needs to be employed at the distribution end too. Normally it's the trend of the sales force to get higher purchases by offering quantity discounts. This will again lead to the spiral of increasing lot sizes, both during the process as well as on the procurement area, ultimately resulting in reducing of delivery performance. By putting into action QRM, a corporation can reduce its costs manifold which may then be offered to the customers. There's a need to show to the client that the business can deliver high quality at low prices even for small a lot, which would become more beneficial both to the business as well as the customer. Thus, the idea of small a lot percolates throughout the organization, from top to bottom, as well as throughout the source chain, from distributor to customer.

The traditional way might cause local quality advancements in the individual departments. However, QRM is more concerned with the overall business than just one department. The necessity is to slice the overall lead time for creation as well as office functions for which Q-ROCs are appropriate. Such Q-ROCs cause significant reduction of lead times for careers such as cost estimating, quoting, and order processing. Closed-loop means that the team would be self-sufficient in working with all the issues related to lowering lead time. Therefore cutting across efficient restrictions and changing the reporting structures to guarantee the success of the procedure. Obviously, this team needs to be given vitality in order to make the decisions as reducing lead time is the primary goal of the organization. The best example would be that of Ingersoll Slicing Tool Company, in Rockford, which reduced its engineering and order control time for customized cutters from 10 days to half of a day after applying QRM principles. However, QRM should not be considered as a credit card applicatoin of Reengineering as by using concepts of system dynamics in the design of Q-ROCs, providing specific anatomist and management principles for developing organizations, plus by changing management key points and performance procedures and implementing a company-wide approach, QRM goes more deeply than Reengineering.

Charging more for quick response is ecological only in the short-term. In the long run, it is quality which differentiates a product from its challengers, and the same purpose is dished up by QRM. Looking for ways of squeezing time out uncovers quality problems and thrown away efforts. Changing regulations and adopting options to rectify the same results in higher quality, lower WIP, less over head, lower operating costs, and greater sales. The QRM Approach yields even better results than Lean Processing as it ignores the wastes triggered by long lead times. QRM will take the goal of waste reduction to another level, creating an even leaner organization that will stay a formidable competition for years to come.

As we have seen in many quality increasing methodologies like Six Sigma, House of Quality the main element in the success of these initiatives is their approval by all the users of the business; and QRM is not a different. Realigning of all employees, from the shop floor to the boardroom, from workplace workers to older professionals, to the QRM guidelines is a pre-requisite for the success of QRM, and hence training gains significance. Normally, performance measurement is tied to the price accounting system which can be an impediment to the successful execution of QRM. Performance dimension must be aligned with the concepts of QRM if the company has to take advantage of the same.

In a nutshell, the next tips can be summarized about Quick Response Making:

It requires measurement and efforts to minimize the metric, Developing Critical-path Time (MCT), which is thought as the normal amount of calendar time from whenever a customer creates an order, through the critical-path, until the first little bit of that order is sent to the customer. This is assessed using the QRM amount.

Some changes in the composition of the business are necessary to ensure the success of QRM. It in essence requires the strategy of the organization to change from cost-based to totally time-based with full emphasis on business lead time minimization.

Functional to Mobile: Cellular making is a pre-requisite of QRM as the skin cells yield greater flexibility in manufacturing

Top-down Control to Team Ownership: QRM requires the formation of closed-loop, cross-functional groups which need to be given complete electricity for monitoring the techniques.

Specialized Workers to a Cross-trained Workforce: Because the success of the procedure requires reduction in lead times across all the departments, there's a need to provide proper training to the employees so that they can perform multiple tasks and also have a broader prospect.

Efficiency/Utilization Goals to Lead Time Decrease: The analysis parameters, performance methods have to shift from the traditional accounting procedures to the purpose of lead time decrease.

The following steps have to be implemented in the organization so that QRM is successful:

1. Developing a QRM way of thinking: The most important part is to make people realise the advantages of QRM over the prior actions i. e. the wastes created due to long lead time which are even overlooked in Lean Creation. Thereafter, a high-level QRM Steering Committee needs to be shaped to oversee the QRM work. Also, like Six Sigma, by providing QRM training, some employees can be produced QRM champions who may then be entrusted with the duty of the assignments on a regular basis.

2. Changing of organizational structure

Cross-functional planning team are produced to study possible assignments to which QRM can be employed. This might require the management to enjoy a detailed evaluation of various thought like Manufacturing Critical PathTime, product amounts, needs associated with strategy and other factors. Thereafter, QRM skin cells are shaped and training and cross-training is provided to the operators in these skin cells by an execution team which involves people in the new cell as well as planning associates. Measurement of MCT is performed to monitor lead time

3. Including of system dynamics

QRM requires going right through the regulations on usage and efficiency to be able to determine the proper launching of the skin cells. It also demands making procedures for free capacities and decrease in the batch sizes to be able to lessen the lead time.

4. Enterprisewide development of QRM

The process would typically commence with a single project. In the event the project is successful, its results have to be conveyed to all or any the users of the business and more tasks need to be undertaken based on QRM key points. QRM shouldn't be restricted to the business by themselves but should be extended through the whole supply chain. E. g. the suppliers also needs to be determined to inculcate and apply the rules of QRM which could have shared benefits for both parties

POLCA: The Material Control System for QRM

POLCO is Paired-cell Overlapping Loops of Cards. To implement this technique the company need to produce skin cells of the development process focusing on subsets for similar parts and then it processes a given customer order through differing skin cells depending on the needs of this order.

High Level MRP is utilized to provide higher level planning and coordination of materials from external suppliers and across these internal cells. But cells are managed independently.

To explain POLCO we may take a good example of a shop floor shown in below body.

Assume P1 targets color printing and P2 on dark-colored & white printing after which we've three Formatting Cells, F1, F2 and F3, which convert the printed mattress sheets into information with the required pages. After formatting comes binding procedure, such as punching holes and notches, lowering the bed sheets, and twisting, A1 to A4. Finally, all requests go directly to the Delivery Cell S1, where in fact the packaged plates are put in shipping containers and then loaded onto carts. The material control system used is POLCA where ADVANCED MRP and a mobile firm is a prerequisite.

In this case all Release times are created by using High Level MRP. But even after authorization of POLCO work will not get started until all conditions are found.

POLCO cards are being used to talk and control the material movement between cells. As Body shows the POLCA greeting card flows for a particular order at any business based on primary design. This order's routing calls for it from P1 to F2, then to A4 for binding, and finally 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 shape.

If cell P1 has a job authorized that is going to F3 next, then a P1/F3 credit card must be available at P1 for it to commence that job. In case a P1/F3 cards is unavailable, that means that there surely is a bottleneck at F3 and focusing on that job will only enhance the work-in-process at F3. Instead, it might be better for P1 to place its resources into employment that is necessary by another cell that is not backlogged. So the cell team at P1 skips the P1/F3 job for the present time, 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 movement between skin cells not within

POLCA cards aren't product specific nonetheless they are specific to particular couple of cells.

POLCO cards are used as capacity signal whereas Kanban can be used as inventory indication. As return of POLCA cards from a downstream cell signals that the cell has available capacity.

Benefits yielded by POLCA:

POLCA helps in handling short-term fluctuations in capacity and also aids in lowering congestion on the shop floor. If a POLCA cards from a downstream cell is not available, this means that that cell or various other cell further downstream is backlogged with work. Hence it generally does not make sense allocating further work compared to that job, without replanning of resources, as this is only going to increase inventory in the system since anywhere downstream there is a insufficient capacity to work on this job. A better alternative is always to utilize this cell for some other job at that time being.

POLCA cards stream in longer loops that allows the creation to react to changes popular or distinctions in the complexities of careers. The additional jobs in the loop can act as a buffer to absorb variations popular and product combine which makes it highly appropriate to meet the needs of responsiveness. On the contrary, the move system stresses on achieving frequent takt times throughout the organization, ignoring the actual fact that a variety of products will demand different making times.

Benefits of Quick Response Manufacturing

Product Authority:

The main purpose of QRM is to reduce lead times. By employing QRM, a corporation attains many beneficial and competitive advantages.

Benefits of Quick Response Manufacturing

Product Command:

QRM enables a company to get shorter time to market. Thus a company can reach out to customers with the latest technology while competitors play catch-up. You can find two ways of taking a look at it. The foremost is a given point of your time a firm's product would be superior to that of its rival. Another point of view is the fact since a company has shorter lead time it can deliver technology that is openly available to the marketplace much previously. Thus, the organization can skim the market because of its superior product. This is depicted on a period collection as shown below.



2007 2009 2010



2007 2009 2010

Lower working capital:

Lower business lead times permit companies to possess lower raw materials and finished goods inventory. Because of this the working capital necessity is decreased. This places the firm in a much better proper position to utilise their resources and capital.

Better position to increase market share:

The lower business lead times improve the firm's responsiveness to opportunities in the surroundings. This increased responsiveness helps the firm appeal to customers and increase its market share.

Increased inventory turns:

Since the production system is triggered by demand, smaller batches are produced, inventory decreases, and the amount of inventory turns raises. Many inefficient providers have substantial levels of capital tangled up in inventory; therefore, their inventory turns are low.

Reducing the price of quality by minimising rework

Cellular making places more responsibility and accountability on specific production teams. This results in field of expertise which inherently escalates the quality of the product. It really is much easier to pinpoint defects since the problems are straight traceable to certain teams or members. This has a positive effect on the quality of products.

Cost Reduction:

QRM aims at finding opportunities to enhance the existing process. This ends up with lower operating costs. Using QRM, companies are able to save, in some cases, up to 25% of total operating costs by handling problems before they happen.

Increasing Long Term competitiveness

QRM ultimately is aimed at enhancing the long term competitiveness of the team. The above mentioned benefits are only the stepping stones in the right way. The improved competitiveness of the organization means that is objective of improving shareholder value is satisfied.

Issues of Quick Response Manufacturing

Increased reliance on suppliers

QRM takes a strong romance with one's uncooked materials suppliers and companions. To respond to demand, a processing firm must strongly partner with suppliers that will begin to provide the firm's production schedule. However, if the distributor cannot provide raw materials due to problems such as quality confidence/control, equipment repair or union labour, the making firm might not be able to meet customer requirements. This could cause stock outs and backorders.

Change Management

It can be quite difficult to implement QRM in a making environment. QRM is an enterprise enabling beliefs that works top-down and therefore, changes the tasks and tasks of the employees. "Traditional" tasks, from lower levels through upper management, are substantially modified and the organization infrastructure is typically altered. Employees can be extremely apathetic to these changes, which is a barrier that can significantly hinder the execution process and the success of QRM. To apply QRM, companies will need to have representation from all functions i. e brand and support functions (creation, planning, purchasing, anatomist, manufacturing, quality, funding and recruiting) to assist in the implementation. All practical areas need to buy-in to QRM philosophy to successfully apply such a significant change in the manner the firm does indeed business.

What Differentiates QRM from Lean?

First and most important is the QRM mindset: the drivers for all your concepts and strategies in QRM is reduction of lead time. This time-based mentality leads to many operating guidelines that are different from traditional ones. On the other hand the drivers in JIT/Trim is waste decrease.

Although the business enterprise press has been discussing the importance of lead time decrease, or "speed", for over a decade, we find that a lot of companies still lack the data and the tools to effectively reduce their lead times. Worse still, policies are in place that are lengthening, somewhat than shortening, lead times. QRM devotes a substantial amount of work in educating management and staff on why these traditional policies bring about long lead times, and in demonstrating them the QRM rules that must definitely be put in place instead.

QRM is a companywide strategy. As the original implementation of JIT/Trim at Toyota may have encompassed the whole company, most European implementations of JIT/Low fat have focused on creation and materials management. Oftentimes, JIT/Trim has been interpreted even more narrowly as merely employing a "pull" system with "kanban" credit cards. In contrast, QRM clarifies at the outset that it is a companywide strategy with implications way beyond the shop floor, and key points for other company areas, such as, office businesses, are clearly offered as part of the QRM philosophy.

QRM provides rational ideas and tools for lead time lowering. QRM uses an understanding of system dynamics, and exploits this understanding to establish the best set ups and policies that will reduce lead times. QRM starts by educating employees and providing them with insight into these system dynamics. This then helps justify, to management and personnel, the need for changes in policies. State-of-the-art examination tools including the MPX program incorporate this research of system dynamics and help derive the specific changes needed also to quantify the huge 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 "pull" is either wasteful or reduces entirely. For such companies, QRM has an choice strategy called POLCA which combines the best top features of "push" and "pull" without their downsides.

While the JIT/Trim approach tries to remove variability, QRM recognizes that using markets giving an answer to this variability may provide competitive advantage. Instead of eradicating variability, QRM creates a powerful organization structure to cope with it and provide the marketplace. QRM does this by exploiting its understanding of system dynamics.

A specific exemplory case of the difference between JIT/Trim and QRM is the problem of delivery of material or components. "On-time delivery" is a cornerstone of JIT/Trim is implementation. And yet QRM understands of organizational dynamics implies that promoting on-time delivery results dysfunctional dynamics with longer business lead times and higher costs. QRM provides alternate metrics based on lead time lowering that promise better improvement over time.

The QRM procedure extends to supply management as well, and is named time-based source management (Ericksen, 2000). Companies such as John Deere have found that, particularly for smaller suppliers, enough time based frame of mind and QRM principles offer a powerful approach to aim for improvements at the supplier's procedure. In addition, immediate results may be accomplished, with significant advancements in distributor deliveries and quality, and reduction in dealer cost and business lead time (Golden, 1999; Ericksen, 2000; Nelson, 2000).

To summarize, QRM pursues the relentless reduced amount of lead time - all QRM rules stem from this singular driving concern. Rather than management announcing dozens of programs and acronyms, QRM allows management to provide one unified message to the organization, and all procedures follow from this one traveling strategy.

Examples of execution of Quick Response Production:

Trans-Coil Inc.

The Milwaukee Company is a manufacturer of equipment that supports variable-speed electric drives.


Trans-Coil Inc. 's process sometimes dragged much longer than little while they guaranteed to the customers. Enhancing its record for production time and getting together with deadlines was the only way not to risk losing business. Experienced Trans-Coil built large numbers of components in advance, ready for transport, it would imply spending plenty of money on recycleables, development and handling, without assurances of turnover of the warehoused products. The company would be caught then with unused, obsolete components in situations when customers made even small changes to their specifications.


Having quick-response production, companies can minimize the time it requires for products to flow via their functions. It creates companies nimble, responsive, and lower costs. For changing procedures, Trans-Coil commenced using its factory. Production personnel were cross-trained to learn all jobs in the seed. That was an enormous change from times when employees once in a while stepped out with their work areas. Trans-Coil employees are actually separated into work cells which give attention to smaller order sizes which includes custom work, with clubs accountable for getting products from the door as fast as possible. The company's customers have been wanted to improve ordering habits. Recently, some customers purchased in large amounts with longer lead times, so that they are not captured with empty cabinets. Now they order what need is, with negligible business lead times, cutting down their inventory costs.


The production staff now can handle switching careers on a short notice with regards to the need. Beneath the new methods, employees are highly involved with entire creation process. Customer service representatives now schedule work orders as they talk with the customers and suppliers. In situations, suppliers are also associated with changes in product design. Due to the changes in business strategy, Trans-Coil has been able to reduce product lead times by ninety percent. The company has lowered operating and inventory costs, while at the same time taking more requests and increasing output and income. TCI's resorting to QRM has led to reduced lead time down from weeks to times (even 24 hours in some instances). By Shorter lead time means benefits lies in the actual fact TCI customers only order what the need is which reduces their inventory costs.

Changing the Clumsy process of making bicycles at Trek Bicycle:

The Company is between the best bicycle manufacturers on earth.


In June 1997, the company was suffered from high manufacturing costs, longer lead times and a whole failure to create to plan. The seasonality factor that is involved with this business increases woes of the company. Again because the developing department people have been employed in a working environment such as this for quite some time, likelihood of real severe change being accepted in the organisation appeared to be very difficult. The President of the business was totally of the thoughts and opinions that if this issue was not addressed quickly the business enterprise would enter into serious trouble.


The Company experienced appointed Rajan Suri to talk to the business for the possible implementation of QRM system. The target was fixed to reduce the corporate business lead time from 128 times to thirty days in a period of one calendar year. The goal was set directly as that either the employees work at it or they work somewhere else. They first conducted QRM workout sessions after which they were able to task each developing team with programs to lessen lead time. In addition they developed a goal for the same at the corporate level.


Contrary to what they expected the employees accepted the change immediately and the majority of the manufacturing clubs could actually conquer their goals by an enormous margin. Because of this the company could do a far better job in relation to customer service, product development and back again office functions. To explain a strategy that the changes led to:

Higher Gross Margins

Less Inventory

Higher sales due to higher fill up rates

Low processing costs

The overall lead time was reduced by 50% and they be prepared to reduce it further by 25% in the coming year. Not only this but there has been a drive to lessen the time it takes for development of services, handling of credit applications and doing of other tasks such as process requests and credit. Some sort of QRM culture was efficiently developed throughout the company in this relation.

Examples of POLCA implementation in companies:

The Centre for Quick Response Making (QRM) has integrated POLCA at several factories in collaboration with its member companies. For instance, Rockwell Automation has carried out POLCA in the US and Canada at motor unit control centers (Honerlaw and Cronce, 2001; Gilson, 2002). These factories experienced cells set up and had already obtained substantive lead time reductions before they implemented POLCA. The writers report POLCA leading to additional 15-30% reductions in lead time and WIP. At one manufacturing plant, on-time deliveries increased from under 40 percent to over 90 percent, verifying the fact that POLCA truly helps the coordination of material flow across the cells. At another stock, POLCA has helped to increase result by around 18%. It has additionally eliminated the time spent by team market leaders and schedulers on expediting workflows. The machine has been accepted and even praised by shop floor employees and schedulers. A second example can be provided of Olsen Anatomist, a contract supplier that supplied a bunch of hardened and precision surface steel pins, bushings, miscellaneous CNC parts, and pipe bending parts. The manufacturing unit used to produce over 5000 different part amounts with intensely adjustable demand, so pull did not seem to be appropriate, and thus the management team decided on the implementation of POLCA (Dawson, Hansel, and Miller, 2002). The writers article that POLCA resulted in lead time reductions in the region of 22% to 68%. Work in process and stock inventories were reduced significantly by as much as 90% in some instances! The POLCA system, also, significantly improved the morale of the operator and instilled a culture of continuous improvement.

The activities with these implementations have led us to develop a step-wise procedure for employing POLCA in a stock. These steps solve several functional issues such as building the prerequisites for POLCA, determining the POLCA loops, processing the number of POLCA cards, identifying the quantum of work a POLCA cards represents, and handling part shortages. Information on this step-wise strategy are available in Krishnamurthy (2002) and Suri and Krishnamurthy (2003).

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