Utilização da abordagem Quick Response Manufacturing em uma empresa de materiais de escrita: proposta e análise de benefícios esperados

Saes, Elizangela Veloso; Filho, Moacir Godinho

doi:10.1590/s0104-530x2011000300007

Cited by 7 publications

(4 citation statements)

References 17 publications

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“…For lean, the focus of the retailer is on the concept of ‘just-in-time’, delivering the finished goods on time in order to meet consumer demand and avoiding any surplus inventory. For agility, quick-response comes into play, where these retailers focus on reducing the lead time as much as possible, while being transparent and sharing information throughout the supply chain (Christopher et al , 2004; Saes and Godinho Filho, 2011; Moon et al , 2017; Bertola and Teunissen, 2018; Qamar and Hall, 2018). Table 4 shows the differences between fast fashion and ultra-fast fashion.…”

Section: Resultsmentioning

confidence: 99%

“…It can also involve the customer in the design process of product development, creating a direct connection between customer choices and the factories that manufacture these products. Finally, agile supply chains seek to be demand-driven and are more likely to be information-based, rather than forecast and inventory-based, such as most conventional supply chains (Christopher et al , 2004; Saes and Godinho Filho, 2011; Moon et al , 2017; Bertola and Teunissen, 2018; Ye and Lau, 2018). A quick response focuses on collaboration and vertical integration in order to enhance supply chain efficiency.…”

Section: Literature Reviewmentioning

confidence: 99%

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Fast and ultra-fast fashion supply chain management: an exploratory research

Camargo

Pereira

Scarpin

2020

IJRDM

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PurposeThe aim of this study is to identify and analyse the main strategic differences between fast and ultra-fast fashion supply chain management.Design/methodology/approachThis study uses a qualitative approach, using document analysis and in-depth interviews with industry specialists.FindingsUltra-fast fashion differs from fast in the following supply chain strategies: avoids any excess inventory, focuses on local manufacturing, on-demand production, and shorter lead times from a few days to a week with a combination of agile, lean, responsive supply chain strategies.Research limitations/implicationsThe limitations of this research are due to the cut-off period and the use of a restricted sample. As implications, technological capabilities are underexplored in the fashion industry. Although important to the traditional and fast fashion industry, technology is viewed as a tool and not as a capability that can generate competitive advantage. This paper addresses technology as capabilities to make ultra-fast fashion retailers more competitive.Practical implicationsUltra-fast fashion could potentially impact current fast fashion retailers to partially move their business model and operations towards an ultra-fast approach. Fast fashion retailers desiring to speed up their production processes launch more weekly collections to cater to consumers who are more fashion-conscious.Originality/valueThere is a rapid emergence of new start-ups that are calling themselves ultra-fast. Newcomers wanting to adopt this new segment’s business model, develop technological capabilities to meet the challenges of this supercompetitive market.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Fast and ultra-fast fashion supply chain management: an exploratory research

Camargo

Pereira

Scarpin

2020

IJRDM

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“…In the view of Saes & Godinho (2011), due to the importance of lead time for the production management, a series of approaches concentrates its studies in ways to reduce the lead time, highlighting the Lean Manufacturing, the Time Based Competition, and the Quick Response Manufacturing. The QRM deserves special attention because it is focused only in the reduction of lead time.…”

Section: Quick Response Manufacturing (Qrm)mentioning

confidence: 99%

Analysis and proposal of reduction of lead time in the process of cutting, loading and transportation in a sugar cane factory: a study case

Freitas

Borges

Martins³

et al. 2019

Gest. Prod.

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This article parts from the importance of sugarcane based energy to the Brazilian economy and, consequently, the important role of the process that involves cutting/loading/transportation (CLT) of cane in the supplies and production cost of sugar, alcohol and its derivates. For this purpose, a study case was carried in a sugarcane factory from São Paulo state, aiming to build a proposal that could reduce the lead time in the CLT process through the analysis of the Manufacturing Critical-Path Time (MCT) of the studied industry. With the data collected in the field visits, the MCT of one tone of sugarcane during its logistic process was done. This tool revealed a long waiting time of the cane waiting to be milled in the patio of the factory. Through the theory of dynamic of the systems it was concluded that this time was high due to the variability of the field as a consequence of an inefficient use of the harvester and the logistic system of dynamic allocation of the transportation resources ahead in the harvest. To make the harvester more efficient, a reduction of 40% of the laying time “awaiting transshipment” was proposed, which would result in a save of R$ 1.172.784,00/year. For this reduction five proposals were identified to be implemented in parallel: integration of the systems of the board computer and the traffic control system; integration of the board computers of the harvester and the transports; implementation of truck filling volume sensors; focus in the management of basis leaders; and, implementation of a multitask worker.

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“…The published literature on QRM mostly covers the description and development of QRM's principles. For example, Suri's (2010 [1], 1998 [13]) case studies focused on the implementation of QRM; Fernandes et al (2012) [14] and Veloso et al (2011) [15] worked on POLCA (paired cell overlapping loops of cards) system implementation. Likewise, the findings of Chinet et al (2014) [16], Germs and Riezebos (2010) [17], and Vandaele et al (2008) [18] on QRM are also important in this regard.…”

Section: Introduction 1qrm-a New Manufacturing Paradigmmentioning

confidence: 99%

Implementation of POLCA Integrated QRM Framework for Optimized Production Performance—A Case Study

et al. 2021

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Quick response manufacturing (QRM) is a relatively new concept that enfolds all the preceding approaches, namely, just in time (JIT), flexible manufacturing, agile manufacturing, and lean production. QRM is compatible with existing materials requirement planning (MRP) systems and can be implemented efficiently. The ideas from QRM have been highly influential in custom-made engineer-to-order and make-to-order (ETO/MTO) high-mix and low-volume production environments. This study investigates the effectiveness of the POLCA (paired cell overlapping loops of cards) integrated QRM framework for reducing lead time. The POLCA integrated QRM approach was implemented in a precise product manufacturing industry. The industry was facing high penalties due to improper planning and uncontrolled lead times. The implementation of QRM with the POLCA framework indicated optimized production scheduling and significant improvement in lead time and work in process (WIP). After implementing the new manufacturing strategy, the performance parameters showed significant improvement in terms of reducing the percentage loss of profit.

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Utilização da abordagem Quick Response Manufacturing em uma empresa de materiais de escrita: proposta e análise de benefícios esperados

Cited by 7 publications

References 17 publications

Fast and ultra-fast fashion supply chain management: an exploratory research

Fast and ultra-fast fashion supply chain management: an exploratory research

Analysis and proposal of reduction of lead time in the process of cutting, loading and transportation in a sugar cane factory: a study case

Implementation of POLCA Integrated QRM Framework for Optimized Production Performance—A Case Study

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