thoughts on productivity roger w. schmenner kelley school of business iupui
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Thoughts on Productivity
Roger W. Schmenner
Kelley School of Business
IUPUI
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A number of things claim that they are key to productivity but are really on the edge of what
productivity is about, and not at the center.
Essence of Productivity
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What really counts is to take What really counts is to take the perspective of a molecule the perspective of a molecule going through the process. going through the process.
The key is:The key is:
Swift, Even FlowSwift, Even Flow
1. Variation kills capacity and adds expense toany process.
Variation in quality, quantities, and timing
2. The faster the flow, the more productive the process.
Reduce throughput time, but not by speeding up machinery. Rather, eliminate waste – inventories , distances, non-value-added steps, time sinks, …
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Variation kills capacity and adds expense to any process.
1. Variation in quality -- rework, scrap, missed tolerances, ...
The Japanese have proven to us the worth of high quality-- conformance to specifications, as valued by customers. The “cost of off-quality” -- costs of failure, detection, and prevention -- can be significant. Off-quality can add 10%+ to the cost of goods and take it out of your bottom line.
This is often recognized in manufacturing, but too-frequently ignored in services and in the support, non-manufacturing areas of companies.
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2. The queuing phenomenon – is caused by mismatches in timing or in quantities for what is demanded and for what any process can supply. And, it can’t be avoided! You can just try to cope with it.
Variation kills capacity ...
Waittime
0% Capacity utilization 100%
AB
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Goods &Materials
Information
The faster the flow, the more productive the process.
Product Manufacturing
Tooling Suppliers Design
1st Tier ofMaterialSuppliers
2nd Tier ofMaterialSuppliers
Distribution
Managing the flow of goods/information is the best way to earn money throughout a supply chain. Quality, productivity, customer satisfaction, and continual learning are all tied to swift, even flow. The faster the flow, the more money is made.
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Why does Swift, Even Flow work? If throughput time is to be reduced, with little variation, lots of things must be true.
Diminished non-value-added – elimination of Shingo’s 7 classic wastes:
Overproduction – produce only what’s needed, Waiting – everything is coordinated,Transportation – layouts are rational and effective, Unnecessary processing steps – good manufacturing engineering, Inventories – less carrying cost, less obsolescence, Motion – good industrial engineering, Defects – good quality and thus lower rework and scrap
Attention to bottlenecks – add new capacity or manage work through them
Lessened chaos and confusion – level production plans, few interruptions for expediting or engineering changes
Lower overhead – fewer resources needed to plan, track, cost, remedy, etc. the flow of materials
Bonus: Response to the market can be quicker
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vs.
Think in terms of the old fable of the tortoise and the hare: slow but steady, always in motion, value being added all the time, every aspect of the process able to operate.
• Slow equipment, always able to run• Materials do not wait long to be worked• Quick setups• Little WIP• Compact, rational layout; materials move economically between operations• Smooth schedules, few interruptions• Help asked of all
• Fast equipment, but not well-maintained• Materials wait a lot to be worked on• Lengthy setups • Lots of WIP• Scattered layout; materials move a lot, often into and out of the storeroom• Jerky, stop & start schedules, often interrupted• No help sought of others
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Swift, Even Flow fits with the principles of lean manufacturing & JIT, but not with everything touted as effective.
Good fit with:
• Just-in-Time principles ; pull systems• Cellular manufacturing• Quality improvements – TQM, Six Sigma, etc.• Process re-engineering• Focused factories
No fit with:
• Automation• ERP systems such as SAP• Economies of scale or other supposed synergies
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How do these guys do it?
How can they be so low-cost and still make money?
They don’t pay less for their aircraft and their staff is well paid.
They do save on food, and there’s only one class of service, etc., but …
(One of Europe’s knock-offs of Southwest Airlines)
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One type of aircraft – easier for parts & maintenance, easy to substitute (planes and crews)
Fly from less congested airports – cheaper fees, airplanes don’t waste time on the ground
Point-to-point (no hubs) – no need to wait for other aircraft
Not linked to others – no interlining of luggage, ticketing easier, lots via the web
Aircraft turnarounds in 30 minutes – aircraft in the air earning revenue
In short – Swift, Even FlowIn short – Swift, Even Flow
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So, when you’re looking to improve productivity, here’s what to ask and do:
Where do materials and information lose time in the process? Why? Can bottlenecks be broken? Can waste be eliminated? Make it “once in motion, always in motion”.
• Where is there variation – in quality, quantities, or timing? Work to lessen that variation, perhaps by segregating processes or by reducing variety or by managing the customer.
• Eliminate the standard measures of the operation such as labor efficiency or machine utilization, as they have nothing to do with either variation or throughput time.
• Don’t think that automation or scale is the obvious answer to low productivity.
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What manufacturing history tells us: Swift, even flow is the old-fashioned way to make money
The Arsenal in 16th Century Venice
The “Robber Barons”
John D. Rockefeller
Andrew Carnegie
Henry Ford
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If Swift, Even Flow explains productivity differences within and across companies, it should also explain productivity differences across countries.
• The Industrial Revolution happens in Britain, and not in Spain or Italy or …
• The United States, and then Germany, quickly overtake Britain in productivity
• The leading countries before the Industrial Revolution – China, India – get left behind
• Japan is the country in Asia that goes on to have its own industrial revolution
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Swift, Even Flow was a necessary condition for the Industrial Revolution. Some considerations:
• Britain invented the “factory system” – Machines + Central Power + Workers + Supervision. Faster and better quality than by hand.
• British cultural aspects: mass market and comparative freedom, appreciation for science, clocks and the attitude toward time and saving time
• “American system of manufactures” – standardization and the interchangeable part
• Elsewhere: One or more of these things is missing