Is the synchronization of processes to customer requirements really the most important dimension of a good production system? This was my question that arose a few years ago during a detailed presentation of a production system at a well-known car assembly company. They explained how they seek to ensure a synchronization of the flow of information and that of materials in order to eliminate as much as possible the occurrence of waste. In fact, many of the company’s non-performances are passed on to suppliers (this non-performance being visible in the decrease of suppliers’ profitability).
Companies that will continue to focus almost exclusively on optimum capacity loading and on-time delivery can become more inefficient than ever in these difficult times for all of us. The risk is obvious: the lack of profit and the appearance of bankruptcy more or less announced.
In this context, do you think that total satisfaction of customer requirements is the healthy approach in these times? Shouldn’t companies pay more attention to cost-effectiveness (cost down) and cash-flow (cash up) in these times of crisis than to deliver on time and load capacity optimally?
Strategic productivity and profitability consultant and researcher, Alin Posteucă, Ph.D., Ph.D. is transforming the way companies approach their strategic transformation. With over 20 years of management consulting experience, Posteucă has created effective concepts such as Strategic Kaizen, Takt Profit, KAIZENshiro Budgets and Costing. His research on production flow has led to innovative breakthroughs in strategic and operational productivity improvement.
Posteucă's investigation into typologies of losses and waste has identified feasible improvements that can achieve the ideal state of production flow, known as Synchronous Profitable Operations (SPO). His Takt Profit model allows the optimization of production planning, transforming profit per minute into objectives for strategic improvements achieved through Strategic Kaizen projects.
Posteucă's research has led to increased effectiveness in strategic improvements and has set the stage for future productivity in the world of manufacturing technology. He is laureate of the Romanian Academy of the "Traian Vuia" Prize, the highest scientific prize in Romania.
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Is the synchronization of processes to customer requirements really the most important dimension of a good production system? This was my question that arose a few years ago during a detailed presentation of a production system at a well-known car assembly company. They explained how they seek to ensure a synchronization of the flow of information and that of materials in order to eliminate as much as possible the occurrence of waste. In fact, many of the company’s non-performances are passed on to suppliers (this non-performance being visible in the decrease of suppliers’ profitability).
Companies that will continue to focus almost exclusively on optimum capacity loading and on-time delivery can become more inefficient than ever in these difficult times for all of us. The risk is obvious: the lack of profit and the appearance of bankruptcy more or less announced.
In this context, do you think that total satisfaction of customer requirements is the healthy approach in these times? Shouldn’t companies pay more attention to cost-effectiveness (cost down) and cash-flow (cash up) in these times of crisis than to deliver on time and load capacity optimally?
Source: Alin Posteucă on LinkedIn