Suhas Rane

DEFINITION

Concept that time is a resource and a firm that make better use of time (in responding to the changing market situations and other environmental conditions) acquires a competitive advantage. Time-based competition is the extension of JIT into every facet of the product delivery cycle, from research and development through marketing and distribution of the final product.

Quality

Cost

Business Advantage

Time

ORIGIN

The term was coined by the US consultant George Stalk, Jr., of Boston Consulting Group and popularized by his book 'Competing Against Time.

Low Cost Products using Mass Production Low Cost Products through increased production efficiency Quality Improvements

Lean Production and JIT

Rapid development efforts and time based competition

Time Based Competition

Fast to Market

Fast to Product

Product Development Cycle Time

New Product Information

Production Lead Time

Delivery Speed

Results in: Market Domination Advanced Learning Curve Barriers to Entry E.g.: Sun Microsystems

Results in: Inventory Reduction Cost Reduction Revenue Enhancement E.g.: Wal-Mart

Source: Paper on TBC by Cecil Bozarth and Steve Chapman, NCSU

Task overlapping in lieu of Phased Approach

Process Oriented Approach instead of Functional Approach Coordination & Collaboration between supply chain partners Process Reengineering Continuous Improvement Efforts

Importance of supply responsiveness to customer

Understand need to change

D-time target that customer set Total P-time Map whole process Find out activity time/wasted time Compare the P-time and D-time Understand process Compare total activity time and D-time Identify steps that do not add value to customer

Identify unnecessary process steps and large amounts of wasted time Understand the causes of waste

Identify large amounts of wasted time

Identify the causes of unnecessary process steps and wasted time

Feedback

Change the process

Choose solutions that will make the process more responsive Evaluation

Review changes
Adjustment

Sourcing

Annual Contracts & VMI Quality materials to avoid quality checks On line ordering and replenishment Partnering for product development and rapid product introduction Reducing manufacturing lead times Smaller batch size and low inventory levels Total productive maintenance Concurrent engineering SMED

Manufacturing

Distribution

Cutting down on echelons in distribution network Outsourcing of logistic activities , Cross docking Real time information on stock levels and consumption patterns Quick redressal of customer complain

Simplified and more flexible organizations

Lower development costs & shorter planning loops

Simplified production control with higher efficiencies

Rapid response enables companies to quickly redirect their value-delivery systems to the most attractive customers Increases market share through first-mover advantage Drives the Company to reengineer their business processes right from the R&D to the Final Delivery

 Increased responsiveness to customer needs

Deliver a product or service on time Deal with customer queries and complaints on time High level of responsiveness to customer Customer loyalty

Managing increased variety

Reducing overall lead-time Reducing product complexity Reducing process set-up time Production with more frequency and smaller batches Increased variety of products

Increased product innovation Reducing new product development lead time Innovation through product design faster than competitors Competitive advantage Improved return on new products Putting new product earlier to market can
Extend the sales life of the product Charge a higher price Win new customers Build a high market share through building on the initial leader

Enables purchase decisions closer to the time of need

Leads to fewer cancellation or change in customer orders

Customers cash flow cycle is speeded up

Time based competition through product development time reduction 3M reduced its new product development time from two years to two months

Time based competition through manufacturing lead time reduction Motorola's cellular phone was drastically cut from several weeks to four hours.

Fuji Xerox (Japan) reduced its photocopier development time from four to two years
Toyota achieved a new product development time two years shorter than that of the Big Three automakers Cincinnati Milacron met the onslaught of foreign competition in the injection moulding machine business by developing a better performing, lower cost machine in nine months as compared to its historical average of two years

Toyota takes two days to produce a car, which is three days shorter than North American manufacturers.
Manufacturing lead time for AllenBradley's World contactors and relays is a single day. Johnson and Johnson's Vistakon division has the top selling contact lens in the market largely due to its rapid (three days or less) and reliable (99.99 per cent ontime) delivery of disposable contacts to customers.

Source: Paper on TBC by Jayanth Jayaram, Shawnee K. Vickery, Cornelia Droge

Time-Based Competition in Multistage Manufacturing: Stream-of-Variation Analysis (SOVA) MethodologyReview

D. CEGLAREK W. HUANG S. ZHOU University of Wisconsin-Madison

Shortening of product life cycle to 2-3 years in a few years time Large number of design changes during the design phase (6,000 changes on average for a new automotive body development)

Long ramp up time

Low production yield

The old assembly line cannot be entirely used for a new product

In the last decade, the so-called stream of variation analysis (SOVA) methodology has been proposed and developed to overcome the aforementioned challenges. SOVA is a generic math model for variation propagation analysis in multistage manufacturing systems. SOVA integrates multivariate statistics, control theory as well as design/manufacturing knowledge (CAD/CAM models) into a unified framework. The stream of variation analysis (SOVA or SoV) methodology is a generic simulation engine for modelling, analysis, and performance prediction of multistage manufacturing processes Important in industries where product geometry and dimensional variation are of critical importance

SOVA serves two objectives In the design phase, the SOVA can be used for analysis, prediction, and optimization of manufacturing system performance following the concept of FTRDesign.

Given the process and tooling design information, SOVA can simulate the variation propagating throughout the process and then predict the final product-dimensional variation and resultant product geometry.

In the production ramp-up phase, SOVA can be used to identify and isolate fault root causes following the concept of FTRDiagnosis. SOVA can demonstrate high responsiveness in identifying and isolating root causes of dimensional variation

Optical Measure ment Systems

Automotive body at the optical measurement station.