Is it possible to be repetitive and flexible—at the same time? Using proven examples and quantifiable evidence, Lean RFS (Repetitive Flexible Supply): Putting the Pieces Together demonstrates that repetitive flexible supply (RfS) is not only possible, but that its implementation can help you reach a new level of improved performance in manufacturing and across your entire supply chain.
Winner of a 2013 Shingo Research and Professional Publication Award, this book is unique in that it clearly spells out the theory and practice originally published in the Shingo Prize winner, Breaking Through to Flow, with actual stories of Kimberly-Clark’s experience in using them over the years with great success. These stories provide a real feel of how this learning-by-doing journey led to "aha!" moments for those involved.
The book also explains why most planning systems in use today will result in a different plan every time, and that these plan changes are actually the cause of the fire fighting that is endemic in most companies.
I saw the positive impact that RFS has on people and performance at two previous companies – Wrigley and Bacardi. I have high expectations that we’ll see huge improvements through RFS here, once again.
—John Broadbridge, VP of Production, The Carlsberg Group
RFS brought smaller production runs, increased performance, lower stocks and stability that is so important for building a continuous improvement culture. It is being adopted by many affiliates across Philip Morris International with great success.
—Krzysztof Stolarek, Manager Production, Philip Morris, Polska S.A.
This book is the missing link in many Lean journeys.
—Daniel T. Jones, Chairman, Lean Enterprise Academy UK
RFS is an important part of a Lean Six Sigma journey and has brought stability for sustainable continuous improvement. RfS and its principles are being used in multiple parts of the supply chain to improve flow and business results.
—Kevin Smith, Director, Business Process Transformation, Kraft Foods Group
What is remarkable is that so few companies or people have arrived at this understanding of heijunka. I have stumbled across no-one, until you, who has discovered this on their own. I think, as you suggest, more people should be able to understand these concepts.
—John Shook CEO, Lean Enterprise Institute USA
The importance of creating schedule stability through green stream RfS logic cannot be overstated – it drives customer service and Supply Chain inventory and cost improvements all at the same time.
—Steve Ackroyd, Lean Manager & Six Sigma Coach, 3M
Twenty-Five Years at Kimberly-Clark
Does This Sound Familiar?
Do You Face This?
Have You Done This?
Have You Experienced This?
Searching for a Step Change
Summary of Chapter 1
The Fundamentals of Lean/RfS
A Brief History
The Key Components of Lean/RfS
Batch Logic Issue
Alternative Logic of Flow
Lean and Leveled Production
Economies of Repetition
Central Limit Theory and Buffer Tanks
Summary of Chapter 2
How It Can Be
Some Examples and Anecdotes
Impact on Behavior
Impact on Problem Solving
Impact on Results
Green and Beige People
Stages in a Lean Transformation
Summary of Chapter 3
The Lean/RfS Corner Pieces
Changing from Batch to Flow
Batch Logic Is Bad
What Is "Responsiveness"?
Calculating the Schedule
Buffer Tank Calculation and Rules
A Lesson in Setting Accurate Buffer Tank Limits
Integrating Lean/RfS into Existing Processes and Systems
Summary of Chapter 4
The Lean/RfS Straight Edges
RfS-Dependent Straight Edges
Blues and Reds
Lean/RfS Product Costing
Applying RfS Principles Across the Business
Other Straight Edges Supporting Lean/RfS in the Business
Policy or Strategy Deployment?
Key Aspects of Strategy Deployment That Helped Achieve a Transformation in the Way KC Operated
The Difference between Traditional Strategic Planning versus Strategy Deployment
Four Rules of Lean
Summary of Chapter 5
The Lean/RfS Center Pieces
How to Measure Conformance to Plan
Time versus Quantity
Summary of Chapter 6
Putting the Pieces Together
Timeline for the Stages in a Lean Transformation
Opportunities for Kimberly-Clark
The 5-Day Rapid Implementation Approach
Forces against Flow
Lean/RfS Fundamental Beliefs
Summary of Chapter 7