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Cycle Time Reduction. Gulay Litchfield For CQI-TECH PLC. Introduction. Many companies waste thousands of pounds on unnecessary procedures and processes that add no value to operations and slow response times.
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Cycle Time Reduction Gulay Litchfield For CQI-TECH PLC
Introduction • Many companies waste thousands of pounds on unnecessary procedures and processes that add no value to operations and slow response times. • Customers are five times more likely to switch to another supplier because of poor service than because of poor quality or lower price. • Cycle Time Reduction, a technique to reengineer business and production processes for speed and maximum company performance, is critical maximising profit. • Cycle Time Reduction provides specific, proven techniques that are absolutely guaranteed to cut costs and dramatically improve the overall company efficiency.
Some Important Facts • Statistics consistently show at least a 40 to 1 return on every pound invested in cycle time reduction • Cycle time reduction can reduce overhead by as much as 50% • As many as 75% of the steps in each business process are non-value added • New product development can be reduced from over two years to under one year (and sometimes much less) with significantly fewer resource • Response to special customer requests can be reduced from 3 months turn-around to a mere 3 weeks or less
Outlines • Definition of ‘Cycle Time’ • Definition and Methodology of ‘Cycle Time Reduction’ as a Management Tool • Advantages • Critical Success Factors • Key Stages • Success Stories • Conclusion • References
Definition of Cycle Time • Cycle time is defined as the total time for a unit to go from raw materials to finished goods and is a key performance measure in an industry with short product lives and rapid price erosion.
Definition of Cycle Time Reduction • Cycle Time Reduction is a management tool used for fundamentally redesigning the way work processes are carried out to ensure they meet the needs of clients in the most efficient and effective manner possible
Methodology • Fundamentally redesign the Process • Effectively meet client’s needs • Efficiently meet client’s needs • Review key activities in value chain crossovers • Reduce conception to delivery lead times
Main Application Areas • New Product Development • Use of cross-sectional teams to shrink the time required taking a product from conception to market • Operations • Cycle Time Reduction minimises complexity, streamlines processes and decreases run lengths. • Delivery and Logistics • Eliminating unnecessary work and speeding up decision-making can decrease the time required to fill the orders.
Advantages of Cycle Time Reduction • Increase productivity and employee effectiveness • Increase profit margins by lowering production costs • Eliminate bottlenecks,identify and protect the CCR, and reduce inventory. • Effectively meet changing customer needs through shortened product development cycles • Supports more product changes over a shorter period of time
What This Means • Cycle Time Reduction will give a company a major competitive advantage in terms of improved costs, quality, service and customer satisfaction
Critical Requirements for Success • General recognition and acceptance of the ‘NEED’ by management and staff • Senior Management’s commitment to change • Empowerment of team participants • Commitment to implementation • Appropriate representation of key staff in team • Consultation at all stages
Key Stages 1 • Preparation • Identification of the CCR (Capacity Constraint Resource) • Obtaining the support of senior management • Quality office co-ordination and assistance • Identification of appropriate team members • Briefing participants, supplying documentation, setting venue • Identifying ‘ how we do things now’ • Identifying the way the process currently operates • Identifying current problems and concerns, consultation!
Key Stages 1 • Preparation continued… • Identifying ‘how we should be doing things’ • Identifying the possibilities for fundamentally changing the process • Creating a new process • Identifying the actions required for implementing the new process • Assigning the responsibility • Assigning a Team Leader for the next phase (Implementation and Evaluation)
Key Stages 2 • Implementation and Evaluation • Regular assessment of action plan progress • Reassessment of priorities when necessary • Reporting tangible improvements • Evaluating the redesigned process
A few success stories • Using cycle time reduction techniques, IBM Brazil eliminated 50 unnecessary procedures, 450 different forms and 2.5 million documents a year • A major computer chip company estimated a 30% increase in productivity with a savings of over $60 million. • A major aerospace firm provided the same volume of product in 1992 as in 1991, while at the same time accelerating throughput and improving on-time delivery with one less shift, no increase in standard hours, and $800,000 less overtime. • An expense report process at a major U.S. manufacturing plant went from 3 weeks to I day and required 5 fewer people.
Conclusion • Cycle Time Reduction isn't just the latest management technique. It's a proven strategy to reengineer your core business processes through SPEED, eliminating waste and maintaining maximum efficiency (productivity) and effectiveness (quality).
References • Achievement Dynamics • Curtin University of Technology • Brunel University • TheGoal (Goldratt 1992) • Domaschkle, Brown, Robinson and Leibl • Bain & Company Management Tools • John Stark.com • I Holland Ltd - Implementing The Goal