Turbo Flow: Using Plan for Every Part (PFEP) to Turbo Charge Your Supply Chain, 1st Edition (Paperback) book cover

Turbo Flow

Using Plan for Every Part (PFEP) to Turbo Charge Your Supply Chain, 1st Edition

By Tim Conrad, Robyn Rooks

Productivity Press

144 pages | 61 B/W Illus.

Purchasing Options:$ = USD
Paperback: 9781439820674
pub: 2010-11-01
Hardback: 9781138438668
pub: 2017-07-27
eBook (VitalSource) : 9780429246036
pub: 2017-07-27
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A Plan for Every Part (PFEP) is all about determining the right part at the right time, in the quantity needed. Turbo Flow: Using Plan for Every Part (PFEP) to Turbo Charge Your Supply Chain explains how to take this detailed inventory plan from the manufacturing arena and apply it to boost performance and cost efficiencies in your supply chain. It explains how to use PFEP to improve management of your raw materials, WIP, and finished goods inventories.

Tapping into two decades of combined experience at Toyota Motor Manufacturing, the authors explains how to use PFEP to determine how much you need to build, the proper frequency for deliveries, how often you need to pick up from suppliers, and how much inventory you require.

  • Presents an overview of PFEP for finished goods
  • Discusses internal route planning and design using PFEP data
  • Details external logistics and synchronization of manufacturing, logistics, and inventory cycles

For those willing to fundamentally change the way they do business, this book will light the path to more efficient and profitable supply chain management.


This book defines the role of production control and supply chain management from both a broad view and a ‘nuts-and-bolts, how-to’ perspective. The Plan for Every Part (PFEP) process will help your organization cut across the traditional silos of distribution, manufacturing, purchasing and logistics to create a transparent process that will enable you to truly supply the right part at the right time in the quantity needed.

—Mike Hoseus, Co-Author of Toyota Culture, Former General Manager, Toyota Motor Manufacturing Kentucky

Tim and Robyn have taken the PFEP to another level. Their detailed approach of applying PFEP principles to the entire supply chain will help any company eliminate waste and make progress on their lean journey.

—Earl D. Wilson, Co-Author of Making Materials Flow, President, Wilson Lean Concepts, Inc.

Robyn and Tim so humbly point out that every part has a story, and you have to listen to that story. This is a subtle, but very important point…. Plan for Every Part (PFEP) builds the foundation for supply chain excellence and if truly embraced, will lead to a sustainable competitive advantage with your customers.

—John Bohenick, Executive, Consultant, Board Director, & Former President of the Gates Corporation

A must read for any organization creating a lean enterprise by improving speed in the supply chain.

—Tribby Warfield, Gates Corporation, President, Power Transmission Division North America

Table of Contents

Toyota Practiced Lean before It Was Called "Lean"

Origins of a New Idea

Improving on the New Paradigm

Moving on Toward PFEP

Understanding Plan for Every Part

Inventory Buffers Explained

Understanding Waste

What Should I Build Today?

How Much Inventory Do I Need?

When and Where Do I Need the Inventory?

Management of PFEP

Who Owns the PFEP?

Every Part

Breaking Down the "Every"

The Toyota Cost Reduction Model

Ownership of the PFEP

What Do I Need to Build What I Need?

Takt Time

Takt Time Calculation Example

The Role of the Supplier

What Do Suppliers Need?

Understanding the Bill of Material to Populate the PFEP

Managing Loops

Value Stream Mapping

ABCs of the Part Number

Life Cycle Code

The Right Quantity—Daily Usage Rate

Why Do I Need All This Stuff?

Finished Goods Planning

Manufacturing Planning Time

Manufacturing Frequency

Transportation Time

Put-Away Time

Buffer (Safety)

Supply Chain Cycle Time

Using PFEP for Internal Planning

Internal Route Planning


Coupled versus Decoupled Delivery Routes

Address System

A Pull-Card Market

Rules for Supermarket and Usage Point Flow Racks

Call Market

Receiving/Shipping Address System

Other Areas

Safety First—If It Is Not Safe, Do Not Do It!

Delivering Parts to the Operators’ Fingertips

Small Part Delivery (Known Time—Unknown Quantity)

Kanban Calculation Examples

Understanding the Breakdown of the Product Mix

Planning at the Cell Level

Delivering the Parts to the Cell

Calculating Delivery Frequency

Calculating the Number of Kanban Delivered

Making Your Routes More Efficient

Call Part Delivery (Known Quantity—Unknown Time)

Sequence Part Delivery (Known Time—Unknown Quantity)

Planning: Supporting Processes

Modeling Our Scheduling Process

Just-in-Time Scheduling

True Assembly-Based Production

Batch-Supporting Process

The Role of Production Control


Supply Chain Complexity

Supply Chain Integration

Inventory Impact

Logistics Cost

Other Supply Chain Considerations

About the Authors

Tim Conrad serves as Director of Operational Excellence for Gates Corporation, one of the world’s leading manufacturers of industrial and automotive products, systems, and components, and a subsidiary of Tomkins PLC, a world-class global engineering and manufacturing group. Conrad oversees projects that link Gates Corporation’s manufacturing plants and distribution centers with key customers.

Conrad served previously from September 2004 to August 2007 as Lean Implementation Manager of Gates World Wide Power Transmission operations. Prior to that Conrad spent nine years with Toyota Motor Manufacturing Kentucky, located in Georgetown, Kentucky. At Toyota, Conrad held positions in production planning, materials, and internal and external logistics.

Conrad holds a bachelor’s degree from Northwood University in Midland, Michigan, and a master’s in business administration with a specialty in international management from the University of Maryland.

Robyn Rooks is founder and president of MPnL Solutions, Inc., and has been helping companies in the United States, Canada, Mexico and Europe for the past 10 years to develop and implement Lean production systems with great success. He has created a culture change within nonunion and union organizations by working with management and the shop floor. He emphasizes building a “doing it with you” not a “doing it to you” culture.

Rooks started his Lean career in 1988 at Toyota Motor Manufacturing, Inc. (TMMK) in Georgetown, Kentucky, where he was one of the original 1,700 employees hired to start the facility. Rooks spent two years on the production floor learning the material flow of TPS. He spent six years in the pilot “new model prototype” organization designing inter-departmental, external and internal assembly route delivery systems and balancing work content, writing standard work, designing supermarket layouts, setting kanban standards, ensuring flow and performing packaging approvals for new models.

Rooks spent four years in the production control and conveyance department, as a specialist, where he performed monthly planning for overseas suppliers, was North American engineering change implementation coordinator, was build-out and start-up coordinator, and as a North American parts ordering specialist was responsible for ordering components for the assembly lines. Rooks worked directly with suppliers to develop a Lean environmentto support the needs of TMMK.

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Industries / Manufacturing Industries
BUSINESS & ECONOMICS / Purchasing & Buying