Manufacturing Linearity – Getting rid of the "Hockey Stick Syndrome"


Why is linear manufacturing so necessary? It is easy; “It is the place the cash is!” Scrap, remodel, extra time and deficient high quality are all non-value-added prices that greater as a serve as of the well-known “Hockey Stick Syndrome”. This is, as we lengthen our manufacturing time table completions towards the tip of the month (or worse, to the tip of the monetary quarter), there’s a super drive placed on Production that produces store ground chaos that generates important non-value-added price. We most often finally end up making the manufacturing plan and fiscal forecast for the reason that “Knights in shining armor” come via with a final minute, heroic efficiency. However, at what price? Some firms in reality surrender 10 to 20% in their attainable benefit margins as a result of they’ve evolved and fostered a producing workforce that perpetuates the “Hockey Stick Syndrome”.

Firms that proceed to are living with the end-of-the-quarter “push” won’t ever succeed in their complete expansion and benefit potentials. How do you easy schedules and succeed in linear manufacturing? The problem is in the way to stay day by day drive at the essential trail of time table success. We want to have the visibility of all essential duties and milestones from day one of the vital quarter and create workforce consciousness and dedication to their well timed success. Our production workforce should transform delicate and proactive within the execution of early manufacturing making plans main points and so they should learn how to follow their creativity and effort in a linear taste. To make sure, up entrance making plans and execution can yield superb production effects and result in profitability past expectancies.

One of the best manufacturing supervisor I have ever identified used an enormous magnetic board to time table manufacturing making plans main points and observe manufacturing linearity. An early focal point on main points, corrective movements and restoration making plans was once his control taste. He would hang early morning conferences each day to standing the day before today’s growth at the magnetic board and to determine the day by day demanding situations. He was once a professional at workforce dynamics and his other folks at all times new what they needed to do and so they had been at all times equipped the equipment to get the task finished. The combo of the magnetic board, the morning conferences and his workforce dynamics talents made this manufacturing manger an efficient chief and a professional achieve linear manufacturing.

Lately many manufacturing managers are nonetheless seeking to remedy their linear manufacturing downside via pursuing an advanced laptop tool answer. Maximum firms are actually the usage of MRPII/ERP production techniques to keep an eye on their manufacturing environments. Those techniques don’t supply a focal point at the element, up entrance duties and milestones which might be essential to linear manufacturing and as a result have now not offered a method to the “Hockey Stick Syndrome”. Alternatively, the usage of an outdated magnetic board these days of laptop sophistication will not be a suitable selection. A just right trade-off may well be to broaden a easy laptop unfold sheet specifically designed to devise essential manufacturing milestones and to measure/observe manufacturing linearity.

The usage of this day by day time table because the “bible”, your next step could be to retrain the “Knights in shining armor” to regularly shift their production paradigm from end-of-the-quarter “fireplace combating” to day by day proactive downside fixing.

In spite of everything, you will need to differentiate between cargo linearity and manufacturing linearity. In a widget, make-to-shelf production corporate that construct really extensive end items stock and in extremely engineered capitol apparatus production firms the 2 linearity measurements may not be equivalent.

Cargo linearity is also extra of a serve as of Gross sales’ bookings and buyer’s desire somewhat than nonlinear manufacturing. Because of this, the measure of manufacturing linearity should be evolved to measure the efficiency of the producing procedure and now not be influenced via Gross sales bookings or buyer similar cargo delays.


Supply via Invoice Gaw


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