Addicted to Flow: Why "Available When Needed" is the Future of Manufacturing

Addicted to Flow: Why "Available When Needed" is the Future of Manufacturing

Imagine you’re at a buffet—plates full of food, desserts piled high, and a chef carving roast beef with surgical precision. Now, picture that the dessert table runs out of cheesecake right before you get there. You're devastated. Why? Because it wasn’t Available When Needed. That’s the crux of the revolutionary concept I’m introducing in my upcoming book, "Addicted to Flow – The Flow Production System."

Let’s face it, the traditional pull systems like Just-In-Time are the manufacturing equivalent of asking the chef to bake a cheesecake after you’ve reached the dessert table. Sure, Lean aficionados will wax poetic about "eliminating waste," but what if the cheesecake was the only thing keeping your customers (or in this case, you) happy?

What is "Available When Needed"?

AWN flips the script. It's not about blindly cutting waste or celebrating empty shelves as a "victory." Instead, it focuses on being goal-driven and measurable. The key? Ensuring parts, materials, or products are:

  1. Available: You can reach out and grab it right now without stopping the flow.
  2. When: Not a minute too late or early—timing is everything.
  3. Needed: Meeting demand without overproducing, overstocking, or tying up cash unnecessarily.

Unlike Just-In-Time, AWN recognizes that some inventory isn’t a necessary evil—it’s a strategic buffer that absorbs variability and increases throughput. It’s the difference between being sold out (celebrated in some Lean circles) and meeting every possible customer need.

Why AWN Works (and Why Lean Folks Might Roll Their Eyes)

AWN takes direct aim at a common Lean misstep: measuring success by waste reduction instead of profitability or customer satisfaction. Let me give you an example:

In the Lean world, zero inventory often equals zero waste, which equals victory. But in the real world, zero inventory might mean missed sales, frustrated customers, and expedited shipping nightmares. On the flip side, AWN says, "Hold on, let’s keep just enough inventory to hit demand without grinding our operation to a halt."

Lean purists might scoff, but here’s the kicker—waste isn’t measurable in terms of its goal. Profitability, throughput, and customer satisfaction? Those are measurable, and AWN is all about metrics that drive results.

AWN and the Flow Production System

In my book, I’ll show how AWN directly impacts Flow Production System (FPS) metrics, including:

  • Throughput: Poor AWN management slows the flow of money, materials, and morale.
  • Operating Expense: Expediting materials costs time and money—AWN reduces this chaos.
  • Inventory: We aim for optimal, not paranoid stockpiling or wasteful excess.
  • Lead Time: AWN ensures parts flow smoothly, keeping orders moving and customers happy.

Managing the AWN Balancing Act

AWN isn’t easy—it’s a balancing act between too much inventory and not enough. That’s where DDMRP (Demand-Driven Material Requirements Planning) steps in as the perfect companion. It helps manage variability, keeping inventory levels just right—like Goldilocks finding the perfect porridge.

Why I Wrote This Article

I’m not just writing a book; I’m creating a paradigm shift. The AWN concept is for leaders who want more than buzzwords—they want measurable results and sustainable systems. My book, "Addicted to Flow," is where this concept gets fleshed out, with real-world examples, success stories, and yes, probably a cheesecake analogy or two.

Final Thoughts (and a Shameless Plug)

If you’ve ever struggled with missed deadlines, unhappy customers, or production line chaos, AWN is your new best friend. It’s time to think beyond Lean, beyond Just-In-Time, and embrace the Flow Production System—a system designed not just to survive but to thrive.

I’m excited to share more about AWN and other FPS concepts in "Addicted to Flow," coming soon. Until then, let’s keep the cheesecake stocked, the lines moving, and the profits flowing. ?????

#FlowProductionSystem #AddictedToFlow #AvailableWhenNeeded #Throughput #TOC #ddmrp #hopium

Would you like me to save you a slice of cheesecake—or better yet, a copy of my book? Let me know in the comments!

Isn’t “available when needed” what Amazon offers? Not by making things a certain way… but by having a big warehouse, close to you — stocked with items their customers are most likely to want? As a customer… I don’t care when something was made. Or how it was made. Or where it was made. But when I want it, I want it ASAP. But isn’t that a distribution problem? Last week, my uninterruptible power supply started beeping at me — very annoyingly! It’s battery had finally died. After years of faithful service. So I jumped on Amazon, and ordered a replacement battery. It was delivered that day, six hours later. For no additional charge (as an Amazon Prime customer). If the end of the supply chain, can offer “available when needed” service… problem solved, yes?

回复
Kenneth Johnson

MBA, Lead Throughput Improvement Engineer

1 个月

Hello Kevin, and Happy New Year to You, Sir ! Very Nice Article. I agree with you. When the concept of "Lean" was being elevated in the 1990's at General Motors, the President of Global Manufacturing told me, "Ken, you know . . . . . . a truly Lean Plant will often not make its daily production target." Kevin, you have stated many times, "The Goal" is not to eliminate so much waste from our numerous processes/systems that they cannot absorb variation and then shut the production lines down. "The Goal" is to Make Money. Have a Great Day, All ! Ken (Throughput) Johnson at General Motors

Utkan Ulu?ay

Textile / Sustainability / Quality / Management / Lean / TOC / Supply Chain / Availability / Operations

1 个月

Hi, happy new year! A copy of your new book would be great! Thx

回复
Steve Weiss

Director of IT Services at PMC

1 个月

I am ON BOARD with the paradigm shift!

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