In recent years, time‐based competition (TBC) has drawn the attention of several practitioners and academicians. Much evidence has been put forward from case studies in order to show the benefits that derive from time compression. Nevertheless, there is a lack of conceptual models and operating tools to support lead‐time reduction. Provides a conceptual framework for modelling the lead time of business processes in order to design effective re‐engineering. Two levels of lead‐time modelling have been identified: an aggregate level, which accounts for the relationships between lead times of different phases of a process, and a detailed one, which allows the mechanisms of lead‐time making to be clearly understood. Reviews existing time models and proposes two new detailed models in order to cope with the growing need for process re‐engineering. Presents these models in terms of time components and composition laws. Suggests a process taxonomy to select the suitable lead‐time models depending on the process characteristics at both the aggregate and detailed level. Finally, shows how detailed models could be used to link lead time to process performances on the one hand and to managerial levers on the other. Thirteen time‐drivers, affecting the lead time of a given process and its basic components, have been identified.
International Journal of Operations & Production Management – Emerald Publishing
Published: May 1, 1994
Keywords: Engineering; Lead times; Modelling; Process control; Time‐based competition
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