Synchronous Manufacturing
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Synchronous Manufacturing

Definition

Synchronous Manufacturing is an operational strategy that incorporates lean principles, but adds flexibilty to the process. Where lean manufacturing is oriented toward a repetitive manufacturing environment, synchronous manufacturing applies to low-volume/high mix type of order characteristics.  It also applies to environments where a large degree of customization or "customerization" is required, or a make-to-order environment.

Lean manufacturing applies best when the order characteristics are high-volume/low-mix. In these cases, components are identical, or differences lie in scale or size.  WIP inventory is low in variety and can be controlled with ease. In contrast, in a low-volume/high-mix environment, the componentry tends to vary greatly,  and the WIP inventory mix is characterized with a much greater variety, and is more difficult to control.

Synchronous manufacturing employs the synchronization between customer orders and work stations.  In other words,  the first order worked on in the first work station is the first work order worked on in the second station, and so on.  This requires a good systems scheduling algorithm often using a first-in/first-out method to scheduling customer orders.  Synchronous manufacturing can be applied within an Agile Manufacturing strategy.

Synchronous scheduling is often mixed in the same manufacturing environment with Kan-ban signals, but at a later stage in the manufacturing process.  For instance, a process that begins by taking raw steel and producing blanks can be scheduled using Kan-ban pull devices. 

When customer orders are scheduled for production, the blanks are pulled for the first operation, where changes to the blanks may be varied from piece-to-piece.  A device known as a production synchronizer often separates the blanking operation (Kan-ban scheduled) from the flexible downstream operation (synchronous scheduled).  Flexible Kan-bans or "Flex-bans" can be used to control WIP locations and prevent spilling into the aisles.

The benefits generally are higher flexibility, lower costs, higher quality, lower inventory, and shorter lead times. The characteristics of synchronous processes are:
  • Make to order
  • Synchronized production
  • Just-In-Time materials/pull scheduling in early stages
  • Synchronized scheduling in later stages
  • Short cycle times
  • Highly flexible and responsive processes
  • Highly flexible machines and equipment
  • Quick changeover
  • Continuous flow work cells
  • Collocated machines, equipment, tools and people
  • Compressed space
  • Multi-skilled employees
  • Empowered employees
  • High first-pass yields with major reductions in defects


    The Issues

    Synchronous Manufacturing is in direct opposition with traditional manufacturing approaches characterized by use of economic order quantities, high capacity utilization, and high inventory. In changing from a traditional environment to one of synchronous production, cultural issues will emerge quickly, as well as resistance to change. A managing change program is needed to accompany the effort.

    Piecemeal approaches generally do not work or achieve significant results. Quite often we will hear top executives claiming to be using Synchronous Manufacturing strategies and when we visit the site, we will discover a pilot cell off in a corner, or a lean manufacturing environment instead. Wide scale use produces wide scale results, and very little true results will be achieved if Synchronous Manufacturing is treated as a "fad of the month."

    However, just like anything else, Synchronous Manufacturing is no panacea, nor should it be embraced as a religion. It is an operational strategy that, if implemented properly, will provide a new dimension to competing: quickly introducing new customerized high quality products and delivering them with unprecedented lead times, swift decisions, and manufacturing products with high velocity.

    Pragmatic Applications

    Synchronous Manufacturing techniques have been around for a long time and can greatly simplify a production process. Benefits are real and long proven. The phrase was coined in the 1980's taking examples from the successes used in the Toyota Production System. Although it has wider applications, it is best used in a make-to-order or flexible production environment.

    Our Approach: Tools from a Toolchest

    Rockford Consulting Group applies concepts and technologies as the situation warrants, that will result in the ultimate benefit to our clients. We treat strategies, technologies, and methodologies as tools in a toolchest, and use them when they offer practical solutions and achievable results. We believe that each client situation is unique, with its own unique set of solutions.

    Why Us?

    Rockford Consulting Group can provide long-term assistance to many companies in a variety of industries. The firm has a cadre of the best supply chain consultants in the world today, providing high quality professionalism through the use of experience and innovation.

    We subscribe to the Institute of Management Consultants Code of Professional Conduct. All consultants engaged on projects adhere to its principles. Whenever possible we will use consultants certified in their particular specialty area. Certification assures that consultants have substantial prior experience in their specialty, and their competencies have been tested by the IMC, and verified by a number of clients. This assures our clients that we are assigning the highest qualified consultants in the profession.

    We provide technical expertise, team facilitation, leadership, and direction in deciding how you will meet the challenge. We refer you to our Qualification Statement for further details on our background, areas of specialization, concepts and technologies applied, staffing, operating policy, approach, companies and industries served, case studies and references. Equally as important, we train our clients to sustain new methods of manufacturing and the consequential benefits over time. Your company will benefit directly from this training.

    We have achieved an efficiency in our approach to assignments that allows us to provide high quality technical and managerial advice in a much shorter amount of time than could be accomplished years ago. We are able to do this because of the extensive consulting experience that each of our specialists has.

    ©2005 Rockford Consulting Group, Ltd.


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