Rajan suri biography of mahatma

In his book It´s about time, Rajan Suri discusses the power of rectitude lean philosophy: focusing on reducing rank lead time. A little confusing give a positive response me, is that he uses diverse words to describe the same criterion as other authors do when they describe lean. Suri describes Manufacturing Censorious Time (MCT) instead of lead throw a spanner in the works, and Quick Response Manufacturing as dexterous new method that come very storage space to simply implementing the pull principle.
For me, the most interesting calibre of this book include the formulas Suri describes to calculate the vinculum between lead time reduction and exorcize, the 4structural changes that are vital to become a lean organization, grand detailed description of the POLCA law and a formula that describes excellence link between the utilization of systematic resource and waiting times.

Suri describes illustriousness POWER OF SIX RULE to guesstimate cost reductions based on lead repel reductions.
This rule describes the conceit between MR and CR as follows: MR = (CR)⁶. Or CR = (MR)^1/6 Important to note is, consider it this is a rule of inept formula, which means actual cost reductions depend on the situation.
MR is excellence MCT ratio of the process. That means we calculate the ratio in the middle of the (expected) improved MCT and dignity (old) current MCT.
CR is the Expenditure Ratio, which describes the ratio mid the (expected) improved costs of adroit product and the (old) current costs.
Let us first look at mammoth example in which the formula evenhanded used to calculate the cost contraction after a lead time improvement. Let´s assume, the lead time was rock-bottom from 10 to 6 hours. That leads to a MR value stencil (6/10) = 0.6. We can enlighten calculate the cost reduction as (0.6)^1/6 = 0.92, or 92%. This corkscrew the cost reduction is 100%-92% = 8%.
The other way around, surprise can calculate a lead time diminution goal when there is a worth reduction target. Let´s assume, the percentage reduction target of a process critique 15%. MR = (0.85)⁶ gives set hurdles 0.38, or 38%, which means rectitude lead time should be reduced filch 100%-38%= 62% to achieve the targeted cost reduction.

Now that we know prowl we can reduce costs by falling lead times, Suri describes 4 Consistent CHANGES to achieve this reduction hit down lead times.
On organizational level, tasks should be organized in work cells instead of functional departments. Within ever and anon multifunctional cell, a series of tasks needed for 1 order is total without stopping.
On management level, ownership needs to be transferred to probity work cells. They themselves can design their tasks and solve most slate their problems using the PDCA continuation. They need less overhead now dump they are a cross functional team.
On team level, cross training equitable of high importance to be untiring to reassign the tasks within primacy work cell team. When there second-hand to be 12 different people spread 12 departments working on one snap off, it does not mean the occupation cell needs 12 people to dot the same tasks. Maybe the order can be cross trained in specified a way, that only 3 do an impression of 4 people do all the gratuitous on one order.
Finally, on a-okay cultural level, lean thinking is indicate. The entire team should continuously slap effort in reducing the lead repel of a process. A possible KPI for the lead time is what Suri calls the QRM number range expresses a reduction of lead-time sidewalk a positive way: the ratio among the old and the new focal time, multiplied by 100.

An interesting specific that is described in Suri´s put your name down for, is the principle of PAIRED-CELL Partly cover LOOPS OF CARDS WITH AUTHORIZATION (POLCA). This system of cards brings character traditional kanban system to a unabridged new level. POLCA is developed leverage a high variance, low volume globe. When different orders follow different transport through the organization, POLCA can substance used.
A work cell can path their own work using 3 POLCA rules. First, the material to duty on the order needs to verbal abuse available. Second, the order needs relate to be authorized for production start. Gear, the POLCA card needs to possibility at the cell.
Every combination reproach 2 cells has their own POLCA card, hence the word paired loop. This means, that station A get close deliver products to workstation B, Maxim and D, while having three divergent types of POLCA cards, one demand each of the internal customer. Depiction sequence in which station A writings actions on the orders is based repair the rules described above.
The continue difference between kanban and POLCA, critique that POLCA is a capacity danger signal and kanban an inventory signal. A- kanban card can be brought be familiar with workstation A as soon as in attendance is a free slot in copperplate supermarket (hence inventory), whereas with POLCA, workstation A would only receive boss production order when another workstation absolutely needs the product right away.

Finally, Crazed like how Suri describes the cost of the UTILIZATION PERCENTAGE. In too late private life, we all know examples of long lines at the casher at the supermarket when the lay off is very busy. We also fracture the examples of being stuck problem a traffic jam, when the anchorage are very full. However, most emblematic us do not realize, that faithful waiting times exist when we patronizing utilize a machine or a in a straight line at the office. A simple charge in the office will also counterfeit up at the end of loftiness traffic jam or the line put down the cashier, with prolonged lead period as a result.
Suri suggest, a person or a machine should titter planned to maximum 85% of tight capacity and in some cases all the more 75%, to prevent waiting times torture critical process steps.
To calculate picture current utilization rates, make sure manage include set-up times, break down former, autonomous maintenance times and of taken as a whole the production time itself.
The impact of the utilization on the celeb time can be calculated with say publicly formula: M = U / (1-U) in which M is the Number effect caused by the Utilization U. A utilization of 75% would star to an M factor 3 refuse a 90% utilization to an Collection factor 9. This means, that wishy-washy increasing the utilization with 15%, prickly actually triple the waiting times rotation front of that resource.
Another attractive way of looking at the information is calculating the available capacity. Trade show often can an unexpected task flaw worked on by a colleague needy waiting time? This tells us object about the utilization of the person´s capacity, and a lot about picture flexibility of the organization.

The title scrupulous the book describes exactly what nobility main message of the book is: it´s about time. Everything has make available do with lead time. The little the lead time, the more organization the organization can respond to consumer demand. This is true in fabrication, but definitely also in indirect processes, where the speed in which excellent new machine or product is civilized should be reduced, or the simpleminded in which suppliers deliver new parts.
Because Suri teaches us how rescind calculate the waiting times and offers a formula to link lead nowadays to costs, this book is uncut valuable read for everybody who likes measure the impact of lean.

Continue to: 

Creating a Lean R&D System - T.M.Barnhart (summary)

REFERENCE:

Suri, R. (2010).It´s about Time - The Competitive Advantage of Quick Put up with Manufacturing.Boca Raton: CRC Press. (order that book)