new work will create a sense of urgency
while pushing older orders through
the pipeline and work will get done
Nothing could be further from the
truth. To increase throughput quantity
and velocity, work has to be introduced
when the internal customer is ready to
receive it, not when the internal supplier needs something to do.
One shop adjusts
We are currently working with Distinctive Custom Cabinetry in Phoenix.
They produce custom, mass-cus-tomized and contract cabinetry, and
When their lean journey started in
early 2017, the protocol for initiating
the purchasing and production process was triggered after engineering
Materials had to be ordered two
days after turn-over (the term used
to define the passing of engineering
drawings and specifications to the
shop and purchasing) and the CNC
process had to begin within five days
That sounds okay, but when jobs
weren’t planned to be installed for
months after turn-over, the protocol
caused a lot of confusion and chaos
with excess materials on hand and the
shop bursting at the seams with work-in-progress that was moving at a snail’s
pace. Moving WIP from one place to
another to make room for more WIP
became the norm.
Deplete the WIP
Our first recommendation was to stop
running the CNC machines until WIP-
We’re growing and investing by leaps and bounds and as your
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To increase throughput quantity and velocity, a
pull system works more effectively.