Lead‐time Models of Business Processes

Lead‐time Models of Business Processes 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579410056768
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: May 1, 1994

Keywords: Engineering; Lead times; Modelling; Process control; Time‐based competition

References

  • Time‐based Management of the New Product Development Process
    Karagozoglu, N.; Brown, W.B.
  • Metrics for Measuring Product Development Cycle Time
    Griffin, A.
  • Organizations in Action
    Thompson, J.D.
  • Product Development Performance
    Clark, K.B.; Fujimoto, T.
  • Controlling Input: The Real Key to Shorter Lead Times
    Fry, T.D.

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