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QRM enhances the beneficial effect of
reducing internal and external
lead times
Shorter lead times:
-Improve quality
-Reduce costs
-Eliminate non-value-added waste
QRM users focus on short lead times,
this includes quick response to demands for products
Also increasing an organization's
competiveness and market share by serving customers faster
The concept of QRM was first developed in the late 1980's
1993, Suri, along with Midwest companies and academic colleagues at the University where he worked, launches the 'Center for Quick Response Manufacturing'
This center was dedicated to the development
of Suri's concept
He formulated his theory in the book
'Quick Response Manufacturing: A Companywide Approach to Reducing Lead Times' (1998)
Suri's further research into QRM projects along with enthusiastic responses to various articles on lead-time reduction issues, led him to develop a detailed theory on introducing speed in a manufacturing company
A Professor of Industrial and Systems Engineering
at the UNiversity of Wisconsin-Madison
The concept was developed through combining growing academic research
on TBC with Suri's own observations and findings from various
lead-time projects, QRM was created to emphasize lead-time
reduction that has a long-term impact on every aspects of the businesses
that will use it
QRM extends the basics of TBC while including new aspects:
-Focusing primarily on lead-time reduction
-Focus on manufacturing enterprises
-Clarifying any misunderstandings of the concept to managers
-Having a companywide approach and reaching beyond the shop floor to other areas of the companies
-New material planning and control approach (POLCA)
-Specific QRM principles on how to re-think manufacturing processes and equipment decisions
-Focus on implementation and sustainability
Manufacturing Critical-path Time (MCT) metric to measure lead times
QRM’s strong focus on lead time reduction requires a comprehensive definition of lead time. To accomplish this, QRM introduces Manufacturing Critical-path Time (MCT). It is based on the standard critical path method; defined as the typical amount of calendar time from when a customer creates an order, until the first piece of that order is delivered to the customer
which was introduced by Japanese enterprises in the 1980's.
Time-Based Competition is a strategy that emphasized
time as the major factor for achieving and maintainging
a sustainable competitive advantage
It focuses on reducing the time required to desgin, develop,
manufacture market and deliver products
First mentioned by George Stalk Jr. in his 1988 article 'Time-The Next Source of Competitive Advantage'
QRM differs from QR (Quick Response) methods as QRM is a
companywide strategy. whereas QR primarily stands for a specific
business in a particular industry
QR was first used in the US Textile Industry in 1984
Large batch sizes result in long run times, leading
other jobs waiting and increasing lead times
Factors that result in long lead times:
-Large products quantities
-Low skill level workers lead to low quality and high levels or rework
QRM focuses on reducing lead times which
will result in improvements in both quality and cost
QRM is based on the concept of