Companies that desire a more agile supply chain should emulate the Fluid Power Division of Cleveland-Ohio-based Eaton Corp., a diversified industrial enterprise — specifically what the Division did in the late 1980s with Viscous Clutch Converters. It started by examining the physical flow of parts through the factory and to shipping. Within the factory, successive operations in the work chain were physically coupled, removing non-value-adding functions and inducing velocity. Realizing that parts must move with high velocity through the work chain, the Division eliminated and simplified natural points of delay, closing the distance between each point in the flow.
As part of its Computer Integrated Manufacturing program, Eaton also streamlined the information chain and electronically linked every point so that information flow is direct, without interruptions and delays.
Following Eaton's example, business cycle times must be reduced to the time it actually takes to effectively process information. It makes little sense to move a part through the factory in two hours, if it takes two weeks to enter an order.
But in addition to local changes in physical and virtual flow, the distribution network and logistics for fast delivery needs to be redesigned for velocity once the product leaves the factory. Ensuring that product can move within most parts of the United States within one to two days provides a competitive edge.
What Are the Benefits?
The benefit that a company can receive is a direct result of the extent of change implemented, and the starting point. Dramatic changes produce dramatic results, and the following changes are possible: 30 to 35 percent reduction in the cost of sales, 75 to 80 percent reduction in delivery time, 60 to 80 percent reduction in inventory, and a 65 to 70 percent reduction in cost of quality. This is in addition to an unpredictable but substantial increase in market share. The results from Eaton were:
* People Before: 108 Classes
People After: 50 Classes
* Pay System Before: Standards
Pay System After: Pay for Knowledge
* Organization Before: Traditional
Organization After: Focused Factory
* Lead Time Before: 15 Days
Lead Time After: 6 Hours
* Cost Before: 100 percent
Cost After: 75 percent
* Material Flow Before: Spaghetti
Material Flow After: Straight Line Cell
* WIP Before: 100 percent
WIP After: 10 percent
Those successfully emerging from this radical transformation will be the winners and leaders: quick, and resourceful enterprises. These enterprises will be world-class competitors, organized to respond to a dynamic market with precision and unprecedented speed in delivery and new product introduction. They will be capable of achieving world-class quality, with substantially less non-value-added cost. Each company will be developed uniquely to suit its particular needs, but one characteristic will fit them all — they will all be agile.
Those successfully emerging from this transformation will be the winners and leaders: quick, and resourceful enterprises. Becoming agile means competing and leading in this decade. It takes time and resources to enact changes of major proportions, as well as careful planning. It isn't easy, but the alternative is worse.
About the Author: Richard G. Ligus CMC CPCM is an international supply chain operations management consultant and President of Rockford Consulting Group, with over 30 years experience in engineering, manufacturing, procurement, transportation and distribution. He specializes in developing and implementing supply chain operational strategies and implementations. He is an author and a speaker, and has developed seminars with the American Management Association.
Mr. Ligus has a Bachelor of Science degree in Mechanical Engineering from the New Jersey Institute of Technology, and a Master of Business Administration degree from Rutgers University. He is a member of CASA/SME, and has been listed in Jane's Who's Who in Aviation and Aerospace.