If your manufacturing team can only to a kaizen project at a time to focus, then it would be to reduce the build / test cycle time. There is simply no other important success factor to pursue than Cycle Time Management
Long cycle times are a symptom of poor manufacturing performance and high non-value added costs. Manufacturers need to focus on the continuous reduction of all cycle times. Together, success requires a specific management style that focuses on the proactiveProblem solving, but as a "firefighting". In this process takes on a management-coaching role to bring all their people in the process and assist them in their efforts to improve productivity, customer satisfaction and profitability.
Product / build / test cycle time is an important component of the total production flow process and provides an excellent focus for a program for sustainable improvement. Product / build / test cycle is defined as the hourly labor content by the computedlongest path of the manufacturing process. At current production, the product build and test cycle time can, by adding at the end of the process and return after the longest cumulative, the only way through the process, regardless of whether it traces the main route or routes to be calculated beyond a sub-assembly route. Many manufacturers have increased their on-time delivery performance and product margins through a program of build / test cycle time reduction. The mainFocus of such a program is to eliminate all non-value-added activities on the path of the product build / test cycle.
In a Harvard Business Review article by Joseph L. Bower and Thomas M. Hout, the authors is a good example of "Fast-Cycle Capability for Competitive Power". They observed that people feel in fast-cycle companies see themselves as part of an integrated system, a chain of actions and decisions points that continuously delivers the value of the companyCustomers. In such organizations to understand people who relate how their own activities on the rest of the company. They know how to accept the work flow, how time is to be used.
In small companies, this way of thinking is usually second nature. People find it easy to focus on value added, because almost everyone is working directly on the product or with a customer to stay. Slightly policies, procedures, practices, or people who are affected with getting you the product out the doorand to see dealt with expeditiously.
As companies grow, but often the system-like nature of the organization will disappear. Increasing distances as functions to concentrate on their own needs, multiply support activities, are recruited specialists, reports replacing face-to-face talks. It did not take long for the clear visibility of the product and the essential elements of delivery are lost. Instead to operate as a smoothly-connected system, the company is a tangle of conflictingTo thwart constituencies, their own needs and differences of opinion to customers. "I do not care what your job," the customer complains, finally overwhelmed. "When can I get my order?
To detect fast-cycle businesses - especially the adults - they hated and dangerous work which will prevent him from awareness raising of all, how and where the time spent. They form the main flow of events from beginning to end visible and understandable to all employees, and they invest in this understanding withTraining. They show the important interfaces between functions and how they affect the flow of work. It balances on the basis of group success. And, most importantly, they reinforce the systemic nature of the organization in its work architecture.
Fast-cycle companies differ from traditional organizations in structure, how they work, how they measure performance, and how they see organizational learning. They use time as a centrality measure. They insist thatLearn all about customers, competitors and its own operations, not just top management.
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