Index
Page numbers followed by f and t indicate figures and tables, respectively.
A
Adaptive system, POLCA as, 6–7, 33
MCT reduction, 275
extension to whole factory, 193
impact on organization, 196–197
small-scale implementation, 187–189
startup and early results, 192
Aluminum extrusion operation, 183–197; see also Alexandria Industries
Anticipated shortages, 121
Audits
random, 178
Authorization Date, 15
creation/generation
in absence of ERP system, 62–63
ensuring availability of, 61–67
Authorization List, 15–16, 16f
creation/generation
in absence of ERP system, 63
B
Bachman, Jason, 185
Barros, Cláudia, 409
Bergamaschi, D., R., 408
company overview, 211
initial improvement efforts, 212–213
color-coded visual system, 219–222, 220f
Load-Based POLCA option, 227–229
situation prior to POLCA, 213–214
Boundary control, as sociotechnical success factor, 361
Bullet Card, 130–131, 130f, 165, 194–195
processes to be followed for proper use of, 131
C
Campaign Cards, 204
Canadian facility, POLCA implementation in, 157–167
checking prerequisites, 159–161
POLCA loops, 161
Capacity
high-level unit of, 324–325; see also Capacity Clusters
Capacity Clusters, 101, 308, 325–351
calculating capacity for work orders, 335–338
capacity available and needed, 329–332
companywide comparisons, 334–335
throughput calculation, 332–334
Cards, see POLCA cards
Carlson, Todd, 185
Carmo-Silva, Sílvio, 409
Case studies, 181
Alexandria Industries (AI), 183–197
Center for QRM at University of Wisconsin–Madison, 157, 286–287
Color-coded visual work management, 235–237
Commitment of management, 68–69
Compatibility, as sociotechnical success factor, 356–357
Component, unexpected shortage of, 120–126
Costs for POLCA, 29
CPM, see Critical Path Method (CPM)
Critical Path Method (CPM), 271
Custom-engineered hinges, 211–230; see also Bosch Hinges
Customer-supplier relationships, 40–41
purpose of, 139
rules for use of, 140
Cypher, Jeff, 185
D
Deadlocks, in POLCA system, 408–409
Decentralized decision-making, 6, 44
Decision-making process, 17–21
identifying triggers for, 109–112
Designing POLCA System, 71–117
implementation team and, 72
overview, 71
Design-oriented sociotechnical success factors, 358–362, 359t
boundary control, 361
information flow, 361
minimal critical specification, 358–360
multi-functionality, 362
support congruence, 362
Digital POLCA, 105, 226–227, 239–241; see also PROPOS
Downstream operations, 37
E
Ending points, for POLCA Chains, 89–92
Energy Recovery Ventilation Systems, 274
Enterprise Resource Planning (ERP) system, 6, 30–31
Authorization Dates and List creation
HMLVC production and, 31
Enterprise-wide waste, 266–267, 272, 288–289, 290; see also Manufacturing Critical-path Time (MCT)
Exceptional situations, dealing with, 119–140
expediting rush job for customer need, 129–131
holdups in assembly due to non-synchronized arrivals of components, 133–134
in-process quality problem, 127–128
F
Feedbacks, for qualitative benefits assessment, 173–174
Fernandes, Nuno Octávio, 397, 409
First-Come First-Serve (FCFS) discipline, 96
Flexibility in product routings, 39–40
Formula for number of POLCA cards, 375–379
Fredrick, Scott, 274
G
Gaalman, Gerard J., C., 407, 408
Gantt Chart, 271
Generic POLCA (GPOLCA), 397
Glass factory, POLCA in, see Szklo, case study
Gridlock, dealing with, 135–140; see also Cycle Card
H
Healthcare operations, MCT in, 279–280
High-Level MRP (HL/MRP), 400
High-level unit of capacity
Capacity Cluster for, see Capacity Clusters
High-mix, low-volume and custom (HMLVC), see HMLVC production
ERP system and, 31
shift from mass production to, 28
I
Implementation of POLCA; see also Designing POLCA System; Roadmap, for POLCA launch
champion for, 72
cross-functional team for, 72
operational environment review for, 51–52
organizational goals and, 52–53
plan for rolling out adjustments/corrections, 151–152
commitment of management, 68–69
ensuring availability of Authorization Dates and List, 61–67
manufacturing metrics do not conflict with POLCA rules, 67–68
effective planning before control, 57–59
resolving issue of missing material or part shortages, 59–61
shop floor organizational structure, 54–55
as sociotechnical success factor, 358
Information flow, as sociotechnical success factor, 361
In-process quality problem, dealing with, 127–128
Insurance Industry, MCT in, 280
K
Kanban card system, 201
function/operation, 37
inventory proliferation for low-volume products, 37–38
POLCA vs., 22
shop floor control, 297
Krishnamurthy, Ananth, 365
L
Land, Martin J., 316, 407, 408
Larson, Brian, 185
Lead time, 266
Capacity Clusters and, 349
challenges to reducing, 286–287
enterprise-wide waste and, 288–289, 289f
hedging with, 113
Leanteam, 365
Lödding, Hermann, 399, 403, 408, 409
Loops, see Stocking points, in POLCA loops
M
Machine downtimes, dealing with, 128–129
Management, commitment of, 68–69
Manufacturing Critical-path Time (MCT), 67, 265–282
application
in manufacturing and non-manufacturing, 265–266
in various business contexts, 268–269
on-time performance, 273
productivity and market share, 274
profitability, 274
quality, 273
space and office productivity, 275
definition
description, 269
example, 269f
overview, 265
White Space, 270
Materials requirements planning (MRP), 12, 13, 58
approaches to avoid problems of, 399–400
POLCA vs., 23
QRM theory, 297
time phasing, 399
M-CONWIP system, 397
MCT, see Manufacturing Critical-path Time (MCT)
MCT Quick Reference Guide, 268
Metalworking subcontractor, 233–243; see also Provan, case study of
Metrics
core set of, 153
tracking and debugging, 153–155, 172–173
Minimal critical specification, as sociotechnical success factor, 358–360
The Monetary Value of Time (Warnacut), 274, 291, 298
Mortágua, João, 409
Motivation for POLCA
operational environment, 51–52
Multi-functionality, as sociotechnical success factor, 362
N
National Oilwell Varco (NOV), 273
New Product Introduction (NPI), 297
Nicolet Plastics, 274
Non-synchronized arrivals of components, dealing with, 133–134
Norling, Kurt, 185
NOV, see National Oilwell Varco (NOV)
NPI, see New Product Introduction (NPI)
O
OEE, see Overall Equipment Effectiveness (OEE)
Office operations, QRM for, 296
Operational benefits of POLCA, 27–45
avoiding congestion and excessive build-up of WIP, 32–33
being an adaptive system, 33
building on human capabilities, 42–44
controlling inventory for low-volume products, 37–39
costs, 29
customer-supplier relationships, 40–41
decentralized decision-making, 6, 44
effective use of capacity, 31–32
flexibility in product routings, 39–40
framework for improvement activities, 36
visual management, 42
Order release decision, 393–404
based on shop floor state, 395–396
quality of capacity signal, 396–398
readiness assurance, 398
Organizational goals, for POLCA implementation, 52–53
Organizational structure, QRM for, 291–294
Outside operations, POLCA Chains for, 92–94, 93f
P
Paired-cell loops of cards, 16–18; see also POLCA cards; POLCA loops
Paired-cell Overlapping Loops of Cards with Authorization (POLCA), see POLCA
Patheon, case study of, 199–210
POLCA system
training, 206
PERT, see Program Evaluation and Review Technique (PERT)
Peters, Jaap, 215
Pharmaceutical environment, 199–210; see also Patheon, case study of
Phoenix Products Company, 274
Planning system
MRP, see Materials requirements planning (MRP)
prerequisites related to, 58–59
POLCA; see also Case studies
acronym, 4
bridging gap between theory and practice, 354
business implications and benefits, 3–4
designing, see Designing POLCA System
factors contributing to success of, 5–7
implementation, see Implementation of POLCA
launched in in three days, 157–167; see also Canadian facility, POLCA implementation in
order release in, 396
recommended for situations, 97–98
trends addressed by, 11
calculating number of cards in each loop, 106–109, 108t
description and illustration, 16–18, 17f
determining process for returning, 103–106
formula for number of, 375–379
hedging with, 113
defined, 75
for outside operations, 92–94, 93f
in a subset of shop floor, 87–88
POLCA loops; see also POLCA cards; POLCA Chains
convention for drawing, 74–75, 75f
description and illustration, 16, 16f
stocking points not to be included in, 77–78
in subset of shop floor, 78–81
Post-implementation activities, 169–180
random, 178
continuous improvement activities, 179–180
Power and authority, as sociotechnical success factor, 361–362
Preparation, POLCA implementation, 61–69
commitment of management, 68–69
ensuring availability of Authorization Dates and List, 61–67
manufacturing metrics do not conflict with POLCA rules, 67–68
Prerequisites, for POLCA implementation, 53–61
effective planning before control, 57–59
resolving issue of missing material or part shortages, 59–61
shop floor organizational structure, 54–55
cell formation and launch, 258–260
implementation result, 260–261
opportunities and challenges, 257–258
overview, 255
reviewing situation of, 256–257
timeaxx software, 255, 258–261
Priority rules, POLCA and, 409
Process-oriented sociotechnical success factors, 355–358, 356f
incompletion, 358
transitional organization, 357–358
Production control systems; see also Order release decision
academic contributions, 381–382
literature, 382
reasons why companies need, 57–58
Product routings, flexibility in, 39–40
Proesmans, Ben, 233
Program Evaluation and Review Technique (PERT), 271
Protzman, Charles W., 315, 407
Provan, case study of, 233–243
color-coded visual work management, 235–237
company overview, 233
customized for use of scarce resources, 240–241
personnel development, 241–242
stove cell, 234
Q
QRM Number, 280–282; see also Manufacturing Critical-path Time (MCT)
calculation, 281t
defined, 280
graph, 282f
Q-ROC, see Quick Response Office Cell (Q-ROC)
Quality Deviation Cards, 204
Quality problem, dealing with, 127–128
Quantum, 408
Quick Response Manufacturing (QRM), 285–298, 361
challenges to reducing, 286–287
development of, 285
organizational structure, 291–294
realizing power of time, 287–291
securing future with, 298
time-based decisions, 298
unified strategy for whole enterprise, 296–297
variability
dysfunctional, 286
strategic, 286
Quick Response Manufacturing (Suri), 353
Quick Response Office Cell (Q-ROC), 296
R
Random audits, 178
Release-and-Flow (RFPOLCA), 94–96
Authorization Dates, 95–96, 95f
Authorization List, 96
Release list
frequency of being updated, 403
generation of, 399
as order backlog or order book, 401
parameters to be decided upon for, 402–403
time bucket granularity, 403
time horizon, 403
RenewAire, 274
The Rhineland Way (Peters and Weggeman), 215
Riezebos, Jan, 216, 397, 401, 405, 406, 407
Roadmap, for POLCA launch, 143–155
designing checks ensuring rules are being followed, 152–153
planing roll out adjustments and corrections, 151–152
scheduling review sessions and management updates, 151
S
Safety
Safety Card, 103
aim of, 123
example, 123f
Shortage Tracker, 125–126, 126f
unavailability of, 126
Schedule changes
seamless, dealing with, 131–133
Scheduling algorithms, 354
Scheduling software packages, 5–6
cost of purchasing/leasing, 29
drawbacks, 6
POLCA vs. other over implementation, 29
Self-steering teams, POLCA for, 42–44
Shop floor
implementing POLCA
in a portion of operation, 78–81
release decisions based on state of, 395–396
Shortage; see also Safety Card
anticipated, 121
components, 121
unanticipated, 121
Shortage Tracker, 125–126, 126f
Small companies, POLCA in, see Preter
Sociotechnical success factors, 353–363
design-oriented factors, 358–362, 359t
boundary control, 361
information flow, 361
minimal critical specification, 358–360
multi-functionality, 362
support congruence, 362
process-oriented factors, 355–358
incompletion, 358
transitional organization, 357–358
Sourcing decisions, MCT in, 279
Spaghetti flow, 54
Spearman, Mark L., 382, 395, 396, 397
Stevenson, Mark, 315, 407, 409
Stocking points, in POLCA loops, 77–78
Stove cell, 234
production control system in, 237
success of, 237
Supply management
modern approaches to, 279
QRM and, 297
Support congruence, as sociotechnical success factor, 362
Suri, Rajan, 365
Surveys, for qualitative benefits assessment, 173–174
System dynamics, QRM and, 294–296
finishing processes, 249
machining department, 248
manufacturing processes, 246
POLCA system
Authorization portion of, 251
T
decision-making process, 17–21
Thürer, Matthias, 315, 407, 409
Time, see Lead time
Timeaxx software, 255, 258–261, 260f
Time-based decisions, QRM for, 298
Time-phased release decisions, 394–395
effectiveness of, 395
negative effect, 395
positive effect, 395
Time phasing, MRP and, 399
Tracking metrics, 153–155, 172–173
for rest of organization, 148–149
Transitional organization, as sociotechnical success factor, 357–358