Academic literature on the topic 'Quick Response Manufacturing'

Submitted by Livia Mello (liviacmello@yahoo.com.br) on 2016-09-13T17:56:00Z No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5)<br>Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-15T13:29:25Z (GMT) No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5)<br>Approved for entry into archive by Marina Freitas (marinapf@ufscar.br) on 2016-09-15T13:29:31Z (GMT) No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5)<br>Made available in DSpace on 2016-09-15T13:29:38Z (GMT). No. of bitstreams: 1 DissFJGP.pdf: 3333112 bytes, checksum: 8963ce6444bcd4b9ef7bf9a0131996b6 (MD5) Previous issue date: 2016-01-29<br>Outra<br>Operations Management Researchers have largely studied and analyzed Lean Manufacturing (LM), by its capacity of productivity improvement in industry. Even so, this approach has found several difficulties to deal with all production types, especially those that have high-variety and low-volume. Therefore, LM has been integrated with other approaches to maximize its action, like Quick Response Manufacturing (QRM). However, few researchers have studied the integration of LM and QRM. In the aim of solving this gap, this research studies how QRM complements LM in high-variety production, in order to extend improvements with the integration of the two approaches. This research used multiple case study method to determine the behavior of the two approaches inside high-variety production. Two companies were analyzed, where the approaches supplied some improvement proposals to find complimentary elements. Data were collected throughout interviews, document analyzes and observation. As main result, QRM inserts concepts of System Dynamics as a compliment of Lean. Thus, tools as simulation, lead-time treatment, and analysis of utilization are the easiest for incorporation in the opportunities of improvement. A tool proposed based in unification of Value Stream Map (VSM) and Manufacturing Critical-Path Time (MCT) detects waste using the approaches, optimizing them. Future research should focus on using the integration proposed, verifying if compliments are successful in other flow and type production.<br>A abordagem Lean Manufacturing (LM) e as suas técnicas foram amplamente estudadas e analisadas por pesquisadores da área de planejamento da produção pela capacidade de melhoria de produtividade da indústria. Mesmo assim, tal abordagem tem encontrado diversas dificuldades para tratar todos os ambientes produtivos, especialmente àqueles que têm alta variedade de produtos e baixo volume. Portanto, ela vem sendo integrada com outras abordagens para potencializar a sua ação, como o Quick Response Manufacturing (QRM). Porém, a integração do LM com o QRM tem sido pouco estudada. Com o objetivo de preencher esta lacuna, esta pesquisa aborda como o QRM complementa o LM em ambientes de alta variedade, a fim de ampliar os efeitos de melhoria das duas abordagens em conjunto. Para isto, a pesquisa adotou o estudo de caso múltiplo com objetivo de determinar o comportamento das duas abordagens dentro do contexto de alta variedade. Foram analisadas duas organizações em que as abordagens fornecessem propostas de melhorias para encontrar elementos complementares entre elas. Os dados foram coletados através de entrevistas, análise documental e observações diretas nos casos. Como resultado encontrou-se que o QRM complementa o LM na inserção da dinâmica de sistemas. Com isso, ferramentas como simulação, tratamento de lead time, e análise de utilização são mais fáceis de incorporar nas oportunidades de melhoria. A unificação entre o Mapeamento do Fluxo de Valor (MFV) e Manufacturing Critical-Path Time (MCT) consegue detectar desperdícios utilizando as abordagens em conjunto, potencializando-as para mais aplicações. Para futuras pesquisas, sugere-se focar na utilização do modelo integrado proposto, verificando se as áreas de complementaridade são as mesmas em outros tipos de ambientes e fluxos.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2001.<br>Includes bibliographical references (leaf 60).<br>by Matthew W. Street.<br>S.M.<br>M.B.A.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.<br>Includes bibliographical references (p. 66).<br>As today's manufacturers face increasing pressure to improve costs and compete globally, many are turning to the philosophy of Lean Manufacturing as exemplified by the Toyota Production System. Lean is most successful when production is characterized by a few high-volume products, but may not be the answer as the production mix increases and volume decreases. This thesis focuses on this high-mix, low-volume type of production in addition to two other key production system characteristics: demand variability and degree of customization. A manufacturer's position along these four characteristics is very important to the applicability of Lean theory. The alternative philosophy of Quick Response Manufacturing (QRM) is compared to Lean and shown to offer a better fit in some cases. One such case where Lean does not fit neatly is circuit card assembly at Raytheon Systems Limited in Glenrothes, Scotland, where the author conducted his six-month LFM internship. Five steps towards manufacturing improvement are focused on in this thesis: choosing metrics, reorganizing the factory, selecting lot sizes, implementing a production control strategy, and deciding on a material presentation method. The recommended steps to improve circuit card assembly include ideas from both Lean and QRM. This mix of ideas was implemented at Raytheon before the end of the internship and resulted in marked improvement. On-time delivery and customer satisfaction dramatically improved while lead times and inventories dropped significantly. Using Lean Manufacturing as the sole guideline for improvement was not appropriate for this particular manufacturing system. The final takeaway from the internship and thesis is that there is no one-size-fits-all manufacturing philosophy.<br>by Matthew J. Joing.<br>S.M.<br>M.B.A.

Submitted by Alison Vanceto (alison-vanceto@hotmail.com) on 2017-05-15T12:34:48Z No. of bitstreams: 1 TeseAGM.pdf: 2946187 bytes, checksum: 5394dae1eeb0847b3196cbbccb6d3b76 (MD5)<br>Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-05-18T20:28:06Z (GMT) No. of bitstreams: 1 TeseAGM.pdf: 2946187 bytes, checksum: 5394dae1eeb0847b3196cbbccb6d3b76 (MD5)<br>Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-05-18T20:28:14Z (GMT) No. of bitstreams: 1 TeseAGM.pdf: 2946187 bytes, checksum: 5394dae1eeb0847b3196cbbccb6d3b76 (MD5)<br>Made available in DSpace on 2017-05-23T18:21:23Z (GMT). No. of bitstreams: 1 TeseAGM.pdf: 2946187 bytes, checksum: 5394dae1eeb0847b3196cbbccb6d3b76 (MD5) Previous issue date: 2015-11-26<br>Não recebi financiamento<br>In recent decades, the lead time reduction has become crucial to ensure the competition of enterprises. To address this, plus the abandonment of the tradit ional mindset based on efficiency and cost, to a mentality based on the reduction of lead time, companies began to incorporate in production management, principles and practices related, outstandingly, to the Quick Response Manufacturing (QRM) and the Lean Manufacturing (LM). In this context, this work aims, according to companies located in Brazil, Europe, and in the USA: (I) Verify if the degree of knowledge of the exclusive principles of QRM approach is equal to the degree of knowledge regarding common concepts to LM and QRM, (II) Verify if the degree of knowledge of the exclusive principles of QRM is greater due to factors such as training, dissemination, and awareness, (III) Check if the mindset based on economies of scale and cost reduction is still the main obstacle in the degree of knowledge of the companies surveyed, (IV) Verify if the concepts / elements / exclusive practices QRM less adopted by companies are those related to the change of economies of scale and cost-based mindset, still fairly entrenched in enterprises, (V) Verify if there is a significant difference between the degree of implementation of QRM practices due to the region studied, and (VI) Check whether the use of concepts / elements / practices of LM favors the adoption of QRM. For this, it was carried out an exploratory survey with an intentional sample of companies in these regions who wish to reduce the lead time. Data were analyzed using descriptive statistics and non-parametric tests. Concerning to the knowledge of the companies surveyed about the QRM, it was concluded that the level of knowledge about the exclusive practices of QRM is lower than in relation to the common practice at LM and QRM. The companies’ knowledge degree about the exclusive principles of QRM is possibly greater due to training, dissemination, and awareness and such factors are present more at the region of US. The mindset based on economies of scale and cost reduction is possibly the main barrier in the degree of knowledge in the companies surveyed. Concerning to the application of the QRM practices by companies surveyed, it was concluded that the extent of implementation of practices regarding the key concept "power of time" is lower than the other key concepts; there was not observed any statistically significant differences in the degree of implementation of QRM practices due to the region; the LM practices helps and contribute to the effort of implementation of QRM in companies that seek to reduce the lead time and; the concepts, elements and practices of QRM less adopted by companies are those related to the abandonment of the mindset based on economies of scale and cost reduction.<br>Nas últimas décadas, a redução do lead time se tornou crucial para garantir a competitividade das empresas. Para fazer frente a isso, além do abandono da tradicional mentalidade baseada em eficiência e custo, para uma mentalidade baseada em redução de lead time, as empresas passaram a incorporar na gestão da produção princípios e práticas abordados, destacadamente, pelo Quick Response Manufacturing (QRM) e pelo Lean Manufacturing (LM). Dentro desse contexto, este trabalho objetiva, em função de empresas situadas no Brasil, na Europa e nos EUA: (I) Verificar se o grau de conhecimento dos princípios exclusivos da abordagem do QRM é igual ao grau de conhecimento a respeito de conceitos comuns ao LM e ao QRM; (II) Verificar se o grau de conhecimento dos princípios exclusivos do QRM é maior em função de fatores como treinamento, divulgação e conscientização; (III) Verificar se a mentalidade baseada em economia de escala e redução de custo ainda é o principal obstáculo no grau de conhecimento das empresas pesquisadas; (IV) Verificar se os conceitos/elementos/práticas exclusivos do QRM menos adotados pelas empresas são aqueles relacionados com a mudança de mentalidade baseada em economia de escala e custo, ainda bastante arraigado nas empresas; (V) Verificar se existe diferença significativa entre o grau de implementação de práticas do QRM em função da região estudada e (VI) Verificar se a utilização de conceitos/elementos/práticas do LM favorece a adoção do QRM. Para tanto, realizou-se uma survey exploratória com uma amostra intencional de empresas dessas regiões, que desejam reduzir o lead time. Os dados foram analisados por meio de estatística descritiva e testes não-paramétricos. Com relação ao conhecimento a respeito do QRM nas empresas pesquisadas, concluiu-se que o grau de conhecimento a respeito das práticas exclusivas do QRM é menor do que em relação às práticas comuns ao LM e ao QRM; o grau de conhecimento das empresas a respeito dos princípios exclusivos do QRM possivelmente é maior em função de treinamento, divulgação e conscientização nos EUA e; a mentalidade baseada em economia de escala e redução de custos possivelmente é o principal obstáculo no grau de conhecimento nas empresas pesquisadas. Com relação à aplicação das práticas do QRM nas empresas pesquisadas, concluiu-se que o grau de aplicação das práticas do conceito-chave “o poder do tempo” é menor que dos demais conceitos-chave; não existem diferenças estatisticamente significativas no grau de aplicação das práticas do QRM em função da região; as práticas do LM auxiliam e contribuem para o esforço de implantação do QRM nas empresas que buscam reduzir o lead time e; os conceitos, elementos e práticas do QRM menos adotados pelas empresas são aqueles relacionados ao abandono da mentalidade baseada em economia de escala e redução de custo.

Manufacturing organizations are facing fragmented markets and increased demand of variety from consumers. As a result, many of these firms have adopted mass customization manufacturing strategies in an effort to offer their customers the freedom of choice while maintaining operational efficiency. Lean manufacturing strategies have also seen heavy use in manufacturing environments. This study investigates the possibilities of integrating lean manufacturing principles and practices into mass customization environments in order to improve system performance. The feasibility of other manufacturing strategies such as agility, Quick Response Manufacturing and the Theory of Constraints assisting in the application of lean manufacturing for mass customization is also explored with the goal of developing a theoretical framework for the application of these manufacturing systems in different types of mass customization environments. The result of these investigations is tested and verified using a real world case study.

Made available in DSpace on 2016-06-02T19:52:03Z (GMT). No. of bitstreams: 1 5876.pdf: 7013934 bytes, checksum: 4e3ff62ae5a65cf8026d92111fa732ee (MD5) Previous issue date: 2014-02-25<br>In the latest decades, companies have faced important and increasing challenges set by globalization in product markets and production factors. This way, consumers become highly demanding and are always searching for new products, highly qualified, customized and quickly produced. Given these changes, the speed of delivery and therefore the efforts to reduce lead time emerges as one of the main objectives adopted by a company to compete in the market, since the strategies based in time aim to provide faster answers to its customers. In this context, the present paper aims to describe a proposal to reduce the lead time from the application of the concepts and methodology tools Quick Response Manufacturing (QRM) in a capital good sector s company. In order to achieve the proposed objective, a literature review about the QRM methodology and POLCA system and a case study in a company that develops and manufactures machinery and custom made equipment. Thus, it was analyzed the main causes of the waiting in the manufacturing of pressure vessels process, and through improvement proposals, it was achieved the results and gains expected. The main results, other than the 40% reduction in lead time, are related to quality improvement, increase of process responsibility in the manufacturing and simplifying the production control.<br>Nas últimas décadas as empresas têm enfrentado importantes e crescentes desafios impostos pela globalização dos mercados de produtos e fatores de produção. Dessa forma, os consumidores tornam-se cada vez mais exigentes e estão sempre em busca de novos produtos, altamente qualificados, customizados e produzidos rapidamente. Diante destas transformações, a velocidade de entrega e, por conseguinte, a busca pela redução do lead time surge como um dos principais objetivos adotados por uma empresa para competir no mercado, visto que estratégias baseadas no tempo visam fornecer respostas rápidas a seus clientes. Neste contexto, o presente trabalho tem como objetivo geral apresentar uma proposta para a redução de lead time a partir da aplicação dos conceitos e ferramentas da metodologia Quick Response Manufacturing (QRM) em uma empresa do setor de bens de capital. A fim de atingir o objetivo proposto, foi realizada uma revisão da literatura sobre a metodologia QRM e sistema POLCA e um estudo de caso em uma empresa que desenvolve e fabrica máquinas e equipamentos sob encomenda. Dessa maneira, analisaram-se as principais causas de espera no processo de fabricação de vasos de pressão e, por meio de propostas de melhorias, chegou-se aos resultados e ganhos esperados. Os resultados principais, além da redução de 40% do lead time, estão relacionados à melhoria de qualidade, aumento de responsabilidade no processo de fabricação e simplificação do controle de produção.

Made available in DSpace on 2016-06-02T19:51:45Z (GMT). No. of bitstreams: 1 3196.pdf: 1584882 bytes, checksum: e87305ed1643450b13fc00d6bac58c63 (MD5) Previous issue date: 2010-08-20<br>The approach Quick Response Manufacturing (QRM) has been proposed in the late ninety, and since then, has been successfully deployed in many companies, achieving promising results in reduction of lead time in environments with high product variety. This approach, although already established abroad, mainly in the United States, is poorly known in Brazil as not to have official records of its practice, thus providing a vast new area of research. From this context that this dissertation aims to explore and understand the general ways to reduce lead time based on QRM and propose a practical application of this approach. For this objective to be achieved, we sought, first, the comprehensive review of the literature concerning the reduction of lead time, describing the tools and principles to reduce lead time in the QRM approach and then propose to implement some of the principles and tools of QRM in the production area in a business of writing. This proposed implementation of QRM is analyzed and validated by simulations that visualize the interactions of variables from the factory floor and the effects of these variables in the percentage of use of sectors in the intermediate level of inventory (WIP) and lead time. It is hoped that the practical implementation of the proposals to reach a 55% reduction from the current level of WIP company and up to 77% in the average lead time of its products. Thus, this research contributes to the theory and practice in management of manufacturing systems, showing the importance of reducing lead time and the effects and benefits of implementing QRM in a Brazilian company.<br>A abordagem Quick Response Manufacturing (QRM) foi proposta no final da década de noventa e, desde então, vem sendo implementada com sucesso em inúmeras empresas, atingindo promissores resultados na redução de lead time em ambientes com alta variedade de produtos. Essa abordagem, embora já estabelecida no exterior, principalmente nos Estados Unidos, ainda é pouco conhecida no Brasil a ponto de não possuir registros oficiais de sua aplicação prática, proporcionando, assim, uma nova e vasta área de pesquisa. A partir desse contexto que surge essa dissertação que tem como objetivo geral explorar e entender as formas para a redução de lead time com base no QRM e propor a aplicação prática dessa abordagem. Para que este objetivo fosse alcançado, buscou-se, primeiramente, a revisão integral da literatura a respeito de redução do lead time, descrevendo as ferramentas e os princípios para a redução de lead time na abordagem QRM; em seguida, propô-se a implementação de alguns dos princípios e ferramentas do QRM na área de produção em uma empresa de materiais de escrita. Essa proposta de implementação do QRM é analisada e validada por simulações que permitem visualizar as interações das variáveis do chão-de-fábrica e os efeitos dessas variáveis no percentual de utilização dos setores, no nível de estoque intermediário (WIP) e no lead time. Espera-se que a implementação na prática das propostas apresentadas atinja uma redução de 55% do nível atual de WIP da empresa e de até 77% no lead time médio de seus produtos. Dessa forma, essa pesquisa pretende contribuir com a teoria e a prática em gestão de sistemas de manufatura, mostrando a importância da redução do lead time e os efeitos e benefícios da implementação do QRM em uma empresa brasileira.

Made available in DSpace on 2016-06-02T19:51:57Z (GMT). No. of bitstreams: 1 4714.pdf: 3301604 bytes, checksum: 9af8a72e777bb07cc110b09f14be0d8b (MD5) Previous issue date: 2012-02-29<br>Project management is an ancient concept that has been studied since the 1950´s, in the cold war era, when major military projects were developed. Currently this area still has great relevance. This happens because companies can achieve their objectives of short, medium and long term through the implementation of projects. This may occur through exchange of equipment, technological change, expansion or modernization of facilities and development of new products to take advantage of opportunities identified in the market. Thus, it is vital that these projects are well managed, what can be achieved by using as main reference the PMBOK, since this guide is widely known both in the academic and professional environments. Then the time spent on project implementation can be a competitive advantage for the organization, so it is important to reduce the time needed to complete the project. So for this, the concepts and principles of QRM, which is a pragmatic approach aimed at reducing the lead time can be used. This approach is used not only on the shop-floor, but also in the administrative environment. The QRM promotes joint action with the other partners in the supply chain to reduce lead times once it become evident the holistic earned gains. From this context emerges the present work that aims to reduce the lead time in the life cycle of a project, through a proposal to integrate the QRM approach and modern project management given by the PMBOK guide. This proposal will be utilized in an illustrative case study on a project of the oil sector that is sensitive to the term.<br>Gerenciamento de projetos é um conceito antigo e que vem sendo estudado desde a década de 1950 no período da guerra fria, onde grandes projetos militares foram desenvolvidos. Atualmente, os projetos são vitais para as organizações, visto que, através destes, essas podem alcançar seus objetivos trocando equipamentos, alterando tecnologia, expandindo ou modernizando suas instalações e também para que sejam aproveitadas oportunidades identificadas no mercado. Dessa forma, é vital que esses projetos sejam bem gerenciados, o que pode ser auferido ao se utilizar como principal referência o PMBOK, uma vez que este é um guia amplamente conhecido tanto no ambiente acadêmico como profissional. Além disso, o prazo de implementação do projeto pode ser uma vantagem competitiva para a organização, sendo importante a redução do prazo necessário para conclusão do projeto. Para isso, utilizou-se a abordagem do QRM que visa a redução de lead time não somente no chão de fábrica, mas também no ambiente administrativo. Essa abordagem, o QRM, promove o engajamento dos outros parceiros da cadeia de abastecimento na redução de lead times, uma vez que fica evidente os ganhos holísticos auferidos por todos. A partir deste contexto, surge a presente dissertação que tem como objetivo o a redução de lead time no ciclo de vida de um projeto, através de uma proposta de integração da abordagem QRM e a moderna gestão de projetos dado pelo guia PMBOK. Esta proposta será utilizada em um estudo de caso ilustrativo em um projeto do setor de petróleo que é sensível ao prazo.

ABSTRACT To handle uncertainties and variabilities in production demands, many manufacturing companies have adopted different strategies, such as varying quoted lead time, rejecting orders, increasing stock or inventory levels, and implementing volume flexibility. Make-to-stock (MTS) systems are designed to offer zero lead time by providing an inventory buffer for the organizations, but they are costly and involve risks such as obsolescence and wasted expenditures. The main concern of make-to-order (MTO) systems is eliminating inventories and reducing the non-value-added processes and wastes; however, these systems are based on the assumption that the manufacturing environments and customers' demand are deterministic. Research shows that in MTO systems variability and uncertainty in the demand levels causes instability in the production flow, resulting in congestion in the production flow, long lead times, and low throughput. Neither strategy is wholly satisfactory. A new alternative approach, multi-channel manufacturing (MCM) systems are designed to manage uncertainties and variabilities in demands by first focusing on customers' response time. The products are divided into different product families, each with its own manufacturing stream or sub-factory. MCM also allocates the production capacity needed in each sub-factory to produce each product family. In this research, the performance of an MCM system is studied by implementing MCM in a real case scenario from textile industry modeled via discrete event simulation. MTS and MTO systems are implemented for the same case scenario and the results are studied and compared. The variables of interest for this research are the throughput of products, the level of on-time deliveries, and the inventory level. The results conducted from the simulation experiments favor the simulated MCM system for all mentioned criteria. Further research activities, such as applying MCM to different manufacturing contexts, is highly recommended.<br>M.S.M.E.<br>Department of Industrial Engineering and Management Systems<br>Engineering and Computer Science<br>Industrial Engineering and Management Systems