Today, tens of thousands of companies are struggling to become
"time-based" competitors, inspired by such corporations as
Motorola, General Electric, Citicorp, and a myriad of others who
have cut production time in half--or more. But until now, the
literature has focused on the theory and philosophy of fast cycle
time, rather than the tools and techniques for implementing it.
Here, for the first time, Christopher Meyer, an internationally
recognized expert in cycle time reduction, presents a step-by-step
blueprint for transforming traditional companies into fast cycle
competitors.
Meyer argues that fast cycle time is achieved not by working
faster, but by aligning the organization's purpose, strategy and
structure. He demonstrates how the product development cycle must
become a "learning laboratory" in which the four continuous
elements "Design, Fabricate, Assemble, and Test" are analyzed with
the intent to improve strategy in the next business cycle.
Analyzing strategy and core processes enables management to detect
and correct problems earlier, and leverage knowledge for improved
innovation and increased value for customers.
Employing an ongoing case study, Core Products, Inc., throughout
the text, Meyer shows how to redesign the organization for
manufacturability and assembly, how to implement multifunctional
teams that work, how to analyze and map critical cycle time
interdependencies such as "co-location," and how to measure the
impact of cycle time on business performance. Meyer's practical
approach provides a simple methodology for organizations to deliver
products to customers rapidly, accurately, and reliably.
"Chris Meyer interrelates many pieces that we have all readabout
in different places into a coherent guide to making it happen.
Ironically, as Meyer shows, implementing fast cycle time means
almost the opposite of what most American managers are inclined to
do...Many years of practical experience have shown Meyer and his
colleagues the wisdom of a paradox--that to speed up you often have
to slow down."
--From the Foreword by Peter M. Senge
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