THROUGHPUT TIME MANAGEMENT
Throughput times are linked to synchronization of
flows, and volume considerations for each step
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In many production environments we find
long order lead times, linked to long
throughput times. Sometimes the time driver
resides in complicated order clarifications, in
other situations it is linked to long waiting times
of intermediate products after each
production step.
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In any case, when looking with a fresh
perspective on the chain, and asking some
questions on current practices, the first
opportunities for improvement get visible.
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But - the impediments are in the detail… only
based on a thorough understanding of time
drivers, lot size drivers, and exceptions and
escalations which destroy the planned
sequences, solutions can be identified.
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Our portfolio of analytics, and even more on
solutions, is very wide in this area. But, as an
easy entry, we focus on two key processes for
an overview, to get a first understanding, and
then select the appropriate detailed
approach for targeted “deep dives” to
identify unnecessary time drivers, and define
solutions for improvement.
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In most cases, a clever segmentation
approach is a key enabler for significantly
reducing average throughput times. But, of
course, a lot of the other supply chain
performance enablers play a vital role in
accelerating the flow of goods, and the
reduction of throughput times, like planning
excellence, integrated order management, or
creating real-time transparency.
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Significant throughput time reductions are also
typically driven by integrative operational
improvements, but a main influencer is that for
each company, a typical area exists at a
given point of time on which to focus the
supply chain performance improvement
efforts.