Material Requirements Planning in a Demand-Driven World 2

November 13, 2017 | Author: Him Kung | Category: Corporate Jargon, Inventory, Services (Economics), Business Economics, Service Industries
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Material Requirements Planning in a Demand-Driven World Carol A. Ptak, CFPIM, CIRM Chad Smith

Carol Ptak Carol Ptak is the co-author of the third edition of Orlicky’s Material Requirements Planning and a partner at the Demand Driven Institute. Previously, Carol was at Pacific Lutheran University as Visiting Professor and Distinguished Executive in Residence after years of executive management experience at PeopleSoft and IBM Corporation. Ptak served as the vice president and global industry executive for manufacturing and distribution industries at PeopleSoft. Additionally, Carol is a past President and CEO of the American Production and Inventory Control Society (APICS).

Chad Smith Chad Smith is the co-author of the third edition of Orlicky’s Material Requirements Planning and a partner at the Demand Driven Institute. Chad is also the cofounder and Managing Partner of Constraints Management Group, a services and technology company specializing in demand driven manufacturing, materials, and project management systems for midrange and large manufacturers.

1975: The First Significant Explanation of MRP Joe Orlicky

“As this book goes into print, there are some 700 manufacturing companies or plants that have implemented, or are committed to implementing, MRP systems. Material requirements planning has become a new way of life in production and inventory management, displacing older methods in general and statistical inventory control in particular. I, for one, have no doubt whatever that it will be the way of life in the future.”

4

The Evolution of Inventory Planning 1920’s: Inventory Mgmt

1961: BOMP 1965: MRP

2011 – Demand Driven MRP 1972: Closed-Loop MRP (DDMRP) 1980: MRPII 1990: ERP

1996: APS 5

What is Demand Driven MRP? A multi-echelon materials and inventory planning and execution solution.

Demand Driven MRP (DDMRP)

Material Requirements Planning

Distribution Requirements Planning

(MRP)

(DRP)

Lean

Theory of Constraints

Innovation

6

What is the Problem we are Solving?

Today’s formal planning systems are fundamentally broken!

7

Modern Planning Systems Broken?! Companies Using Spreadsheets for Demand Management

63

Best-in-Class

71

Industry Average

84

Laggards

0

20

40

60

80

100

Aberdeen Group (Demand Management, November, 2009)





86% of respondents indicate that their management team has asked them to find opportunities to improve their companies supply chain planning processes and 71% of respondents have indicated the same for supply chain technology improvement. Aberdeen Group (Inventory Optimization Technology Strategies for the Chief Supply Chain Officer, December 2010)

8

Old Rules, Old Tools, New Pressures • Forecast error is on the rise • Volatility in supply and demand is increasing • Legacy planning tactics and tools are breaking down

9

The Planning Legacy Material Requirements Planning (MRP) ► Inside most modern ERP systems is MRP ► 79% of ERP Buyers implement MRP ► Conceived in the 1950’s ► Codified in the 1960’s ► Commercialized in the 1970’s and… ► …it hasn’t changed ► What has changed? ►

10

The “New Normal” Global sourcing and demand ► Shortened product life cycles ► Shortened customer tolerance time Worldwide there is more complex ► More product complexity and/or customization ►planning Pressure forand leanersupply inventoriesscenarios ►than Inaccurate everforecasts – the past is NOT an ► More product variety predictor for the future ► Long lead time parts/components ►

11

DDMRP Sneak Peek

The “New Normal” is Here to Stay





Forty-eight (48%) percent of companies indicate that increased supply chain complexity is a top pressure. Aberdeen Group (Enabling Supply Chain Visibility in the Cloud, November, 2010)

12

DDMRP Sneak Peek

The Typical Effects in the New Normal Frequent Shortages Leading to: • Unacceptable Inventory Performance • Unacceptable Service Level Performance • High Expedite Related Wastes Survey Results

www.beyondmrp.com

90 80 70 60 50 40 30 20 10 0 Poor Inventory Performance

Poor Service Level

High Expedite Expense

At Least One Effect

13

Is Improvement even possible in the New Normal?

14

Inventory – Asset or Waste?

Asset Amount of inventory

Too Little = stock-outs, back orders, expedites & missed sales

Waste

Too much = cash, capacity and space tied up in inventory

15

Unacceptable Inventory Performance Unacceptable Service Level Performance High Expedite Related Wastes Oscillation

Asset

Too Little = stock-outs, back orders, expedites & missed sales

Waste

Too much = cash, capacity and space tied up in inventory

16

The Shift to Demand Driven • The problem is not going away • The world of “push and promote” is done • Companies and supply chains need to align their working capital with actual consumption • From “Push” to “Demand Driven”

17

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Modeling/Re-modeling the Environment

Plan

Execute

1

18

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Plan

Execute

Modeling/Re-modeling the Modeling/Re-modeling theEnvironment Environment

19

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Plan

Execute

Modeling/Re-modeling the Modeling/Re-modeling theEnvironment Environment

20

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Plan

Execute

Modeling/Re-modeling the Modeling/Re-modeling theEnvironment Environment

21

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Plan

Execute

Modeling/Re-modeling the Modeling/Re-modeling theEnvironment Environment

22

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Plan Plan

Execute

Modeling/Re-modeling the Environment

23

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Modeling/Re-modeling the Environment

Plan

Execute Execute

1

24

Strategic Inventory Positioning

Where? (Position)

BEFORE How Much?

When?

(Quantity)

(Timing)

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

25

Answering “Where?”

6 Factors 1. 2. 3. 4. 5. 6.

Customer Tolerance Time Market Potential Lead Time Supply and Demand Variability Inventory Flexibility and Matrix BOM Supply and Distribution Net Structure Critical Resource Considerations Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

26

Dampen variability Compress lead times Better leverage working capital Flow with Pull-Signals and Buffer Positions Identified Shaft Stock

Outside 12” Rough & Finish

13” Rough & Finish Shaft

Endo

Balance

Assemble

Finish

Test

Press 14” Rough & Finish Housing 15” Rough

15” Finish H Castings

S Castings

MTO Customer

Time Buffer Replenishment Buffer Pull Signals Paint

Pack

Ship Distributor Distributor

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

27

ASR LT + Matrix BOM ASR Lead Time = The longest unprotected sequence in the BOM

Matrix Bill of Material depicts relationships between ALL child and parent items 101

201

301

203

305

1H01

205

307P 304P

408P 409 403P 501P

20H1

203

204

304

305

304P 309P

401P 305

403P 501P

20Z1

301

403P 501P

303

408P 305 403P 417P

403P 501P

501P

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

28

DDMRP Part Types All parts NonStocked

Stocked

Replenished

Replenished Over-ride

Min-max

Lead Time Managed

Non-buffered

Typically ≈ 20% of Purchased Parts are strategic Typically ≈ 10% of Manufactured Parts are strategic Typically most Distributed Stock is strategic = non-strategic part

= strategically positioned and managed part Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

29

Failure to properly position inventory is a huge source of waste for most manufacturing and supply chain companies.

Position and Pull Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

30

Buffer Profiles and Levels Stock Out

ALERT!

Rebuild

+

Group Trait Inputs Lead Time Category Make, Buy or Distributed Variability Category Significant Order Multiples Strategic Inventory Positioning

1

OK

Too Much

Individual Part/SKU Inputs Average Daily Usage Appropriate Discrete Lead Time Ordering Policy (min, max, multiple) Location (distributed parts)

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

31

Buffer Profiles and Levels Part: 403P Lead Time: 21 days

Buffer Profile: B11MOQ

Green Zone

300

Yellow Zone

357

Red Zone Base

179

Red Zone Safety

54

233 ▼ R

403P

0%

Strategic Inventory Positioning

1

590 ▼ Y

20%

40%

890 ▼ G

60%

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

80%

10 0 %

32

Dynamic Adjustments 100

900

90

800

80

700

70

600

60

500

50

400

40

300

30

200

20

100

10

Average Daily Usage

Available Stock Position

Dynamic Buffer Adjustment 1000

Recalculated Adjustments Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

33

Dynamic Adjustments

700

70

600

60

500

50

400

40

300

30

200

20

100

10

90

800

80

700

70

600

60

500

50

400

40

300

30

200

20

100

10

1000

100

900

90

800

80

700

70

600

60

500

50

400

40

300

30

200

20

100

10





Effectivity Date

Effectivity Date

Planned Adjustments Strategic Inventory Positioning

1

Average Daily Usage

80

100

900

Zone Levels

800

1000

Zone Levels

90

Average Daily Usage

100

900

Zone Levels

1000

Ramp Down Average Daily Usage

Ramp Up

Seasonality

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

34

Demand Driven Planning Supply generation is based what zone the available stock equation places the part Available stock = on-hand + on-order – demand (past due, due today and qualified spikes)

10,000

Part

Open Supply

On-hand

Demand

Available Stock

Recommended Supply Qty

Action

r457

5453

4012

1200

8265

0

No Action

f576

3358

4054

540

6872

3128

Place New Order

h654

530

3721

213

4038

2162

Place New Order

r672

2743

1732

623

3852

0

Expedite Open Supply (Execution)

5,000

Order Spike Horizon

De-Coupled Explosion 101

201

203

301

302

204

303P 304P

401P 402 403P 404P

501P

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

36

Highly Visible & Collaborative Execution Priority by Buffer Status Problem: Priority by DUE DATE Order #

Order Type

MO 12367 MO 12379 MO 12465 MO 12401 MO 12411

Stock MTO Stock Stock Stock

Order #

Order Type

MO 12367 MO 12379 MO 12465 MO 12401 MO 12411

Stock MTO Stock Stock Stock

Due Date

Customer

5/12/2011 Internal 5/12/2011 Super Tech 5/12/2011 Internal 5/14/2011 Internal 5/16/2011 Internal

Due Date

1

Priority 2: Priority 3:

Customer

Due NOW 5/12/2011 Due NOW Due NOW Due NOW

Strategic Inventory Positioning

Priority 1:

Priority 4:

Internal Super Tech Internal Internal Internal

Priority 5:

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

37

Highly Visible & Collaborative Execution Priority by Buffer Status Solution: Priority by BUFFER STATUS! Order # MO 12379 MO 12401 MO 12465 MO 12367 MO 12411

OH Buffer Status 12% (RED) 27% (RED) 33% (YELLOW) 41% (YELLOW)

Order Type

Due Date

MTO Stock Stock Stock Stock

Customer

5/12/2011 Super Tech 5/14/2011 Internal 5/12/2011 Internal 5/12/2011 Internal 5/16/2011 Internal

Priority 1: Priority 2: Priority 3:

Order # MO 12379 MO 12401 MO 12465 MO 12367 MO 12411

OH Buffer Status 12% (RED) 27% (RED) 33% (YELLOW) 41% (YELLOW)

Order Type

Due Date

MTO Stock Stock Stock Stock

Strategic Inventory Positioning

1

Customer

5/12/2011 Super Tech Due NOW Internal Due NOW Internal Due NOW Internal Due NOW Internal

Priority 4: Priority 5:

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

38

Highly Visible & Collaborative Execution Material Synchronization Alert Material Synchronization Alert Demand Order #

Part #

MO 532-32 MO 531-47

SAG FPS

Todays Date: 5/20/2011

Release Supply Date QTY Order Type Shortage Order # 5/24/2011 5/28/2011

40 Replenished 60 NB Order Promise Date ▼

MO #9432

5 PO 625-71 60 PO 611-54

Part # Order Type QTY PPZ PPY

Replenished NB

Parent Order Release Date

30 60

Promise Date 5/25/2011 6/2/2011

Parent Order Promise Date ▼

MO# 8763 PO #87632 ▲ Order Promise Date

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

39

Highly Visible & Collaborative Execution Material Synchronization Alert Material Synchronization Alert Demand Order #

Part #

MO 532-32 MO 531-47

SAG FPS

Todays Date: 5/20/2011

Release Supply Date QTY Order Type Shortage Order # 5/24/2011 5/28/2011

40 Replenished 60 NB Order Promise Date ▼

MO #9432

5 PO 625-71 60 PO 611-54

Part # Order Type QTY PPZ PPY

Replenished NB

Parent Order Release Date

30 60

Promise Date 5/25/2011 6/2/2011

Parent Order Promise Date ▼

MO# 8763 PO #87632 ▲ Order Promise Date

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

40

Highly Visible & Collaborative Execution Material Synchronization Alert Material Synchronization Alert Demand Order #

Part #

MO 532-32 MO 531-47

SAG FPS

Todays Date: 5/20/2011

Release Supply Date QTY Order Type Shortage Order # 5/24/2011 5/28/2011

40 Replenished 60 NB Order Promise Date ▼

MO #9432

5 PO 625-71 60 PO 611-54

Part # Order Type QTY PPZ PPY

Replenished NB

Parent Order Release Date

30 60

Promise Date 5/25/2011 6/2/2011

Parent Order Promise Date ▼

MO# 8763 PO #87632 ▲ Order Promise Date

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

41

Highly Visible & Collaborative Execution Lead Time Alerts 63 day lead time

Order Release Date ▼

Order Due Date ▼ 21 Day LTM Alert Zone

G

Y

R

LATE

▲ ▲ ▲ ▲ Notification Notification Notification Notification

Lead Time Alerts Status ! !

Order #

Today's Date: 5/20/2011 Days Left Part Type Part #

ASRLT

Request Date

Promise Date

PO 4532

LATE Purchased

PPD

105

5/15/2011

5/19/2011

PO 5120

6 Purchased

PPI

63

5/26/2011

5/26/2011

PO 5214

10 Purchased

PPJ

45

5/24/2011

5/30/2011

PO 5290

12 Purchased

PPF

36

6/1/2011

6/1/2011

Strategic Inventory Positioning

1

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

42

What Execution Looks Like Purchased Items

Distributed Items

Manufactured Items

Order #

Due Date

Buffer Status

PO 820-89

05/12/09

Critical 13%

PO 891-84

05/12/09

Med 39%

PO 276-54

05/12/09

Med 41%

Order #

Due Date

Item #

Buffer Status

WO 819-87

05/24/09

FPA

Critical 13%

WO 832-41

05/22/09

SAD

Critical 17%

WO 211-72

05/22/09

ICB

Med 34%

Item #

Location

Buffer Status

FPA

Region 1

Critical 11%

FPA

Region 2

Med 41%

FPA

Region 3

Med 36%

Supplier 1 Purchased Parts List

Region 1 Bill of Materials PPA

PPE PPJ

PPG

Supplier 2

SAC PPB

PPI

ICA

PPH

PPD

SAF SAA

PPA

Supplier 3

FPA

ICB FPA

Region 2

PPD SAD

PPG

PPI

PPF

PPC

PPE

SAB

ICC PPC

ICD

PPJ PPB

PPF

SAE

FPA

Region 3

PPH

Lead Time Managed Parts

▼follow up ▼ 8 months notification

FPA

43

The Five Components of DDMRP Demand Driven Material Requirements Planning Strategic Inventory Positioning

Buffer Profiles and Levels

Dynamic Adjustments

Demand Driven Planning

Visible and Collaborative Execution

2

3

4

5

Modeling/Re-modeling the Environment

Plan

Execute

1

44

The Power of DDMRP

Asset Amount of inventory

Stock Out Stock-outs, back orders, missed sales

ALERT!

Rebuild

Waste

OK

Too Much Too much, cash, capacity and space tied up in inventory

45

An Example of the Realignment Asset

Stock-outs, back orders, missed sales

Asset

Too much, cash, capacity and space tied up in inventory

Waste

Stock-outs, back orders, missed sales

Too much, cash, capacity and space tied up in inventory

Waste

Projected Inventory Reductions Over 1 Year Inventory Beginning of Period Projected Inventory Reductions (consumption) Projected Inventory Increases - (purchases) Net Inventory Reduction by Period Inventory End of Month

Mo 1 9,564,443 (2,415,391) 589,242 $ (1,826,149) $ 7,738,294 $

$ $ $ $

% Cumlative Inventory Reduction

Mo 2 7,738,294 (796,305) 927,540 131,235 7,869,529

19.1%

Mo 3 7,869,529 (313,565) 14,025 (299,540) 7,569,990

$ $ $ $

17.7%

Mo 4 7,569,990 (187,875) 10,649 (177,226) 7,392,764

$ $ $ $

20.9%

22.7%

$ $ $ $

Mo 5 7,392,764 (113,894) (113,894) 7,278,870

1,000,000

$ $ $ $

23.9%

Mo 7-12 7,194,836 (794,430) (794,430) 6,400,406

$ $ $ $

24.8%

$ $ $ $ $

Totals 9,564,443 (4,705,494) 1,541,456 (3,164,038) 6,400,406

33.1%

33.1%

Net Inventory Reduction by Period

Total Dollars Drained by Period

Total Dollars to Build Positions by Period

Mo 6 7,278,870 (84,033) (84,033) 7,194,836

500,000

$3,000,000

900,000

$2,500,000

800,000

-

700,000

$2,000,000 600,000

(500,000)

500,000

1

2

3

4

5

6

7

$1,500,000

400,000 (1,000,000)

$1,000,000

300,000 200,000

$500,000

(1,500,000)

100,000 -

$0 1

2

3

4

5

6

7

1

2

3

4

5

6

7

(2,000,000)

46

Is DDMRP really different? DDMRP

ERP/MRP

Kanban/Super

Spreadsheets

5 Zone Buffers

YES

RARELY

NO

RARELY

Dynamically Adjusted Buffers

YES

SOME

SOME

SOME

Planned Adjustments to Buffers

YES

YES, but1

NO

RARELY

Relative Priority Based on Buffer Status

YES

NO

NO

RARELY

Globally Managed Buffer Profiles

YES

NO

NO

NO

Decoupled BoM Explosion

YES

YES, but3

YES, but2

NO

ASR Lead Time Calculation

YES

NO

NO

NO

Qualified Order Spike Horizon and Threshold

YES

RARELY

NO

RARELY

Material Synchronization Alert

YES

YES, but4

NO

NO

Multi-Location Buffer Status Visibility

YES

SOME

SOME

RARELY

Lead Time Managed Parts

YES

NO

NO

NO

Matrix BoM + ASR Lead Time Analytics

YES

NO

NO

NO

Simple and Visible

YES

RARELY

YES

YES, but5

YES, but1 (Planned positions are often forecast driven and, thus, not integrated into a demand driven framework) YES, but2 (Kanbans have no recognition of the BoM, they simply treat every connection as independent and factor only on-hand and on-order stock positions) YES, but3 (While almost every MRP system has the ability to do what is called “two level master scheduling,” it requires someone with extensive MRP background and is a very advanced technique. We have never seen it successfully implemented) YES, but4 (Shortage lists are typically limited to current and past shortages not future potential misalignments) YES, but5 (Most homegrown systems are simple and visible ONLY to the person who uses the tool)

47

Early Adopter Results

Mountain House Division:

Industrial Ingredient Division:

• Sales increased 20% • Customer Fill Rate improved from 79% to 99.6% • 60% reduction in inventory

• 60% reduction in make to order lead time • 100% On-Time-Delivery • 20% reduction in inventory

Raw Material No out of stock Reduced inventory $2.5M+ All material and © copyright Demand Driven Institute 2011, all rights reserved

Early Adopter Results

DDMRP MRP

All material and © copyright Demand Driven Institute 2011, all rights reserved

Early Adopter Results

700

700

Low Inventories High Service Fewer Expedites

Stock-outs reduced by overHigh66%! Inventories $Millions

500

600

500

$Millions

600

400 300

400

Shortages Massive Expedites

300

200

200

100

100

0

0 Dec '01 Dec '02 Dec '03 Dec '04 Dec '05 Dec '06 Dec '07 Dec '08

Longview Inv

Longview TR

Sep '09A

Dec '01 Dec '02 Dec '03 Dec '04 Dec '05 Dec '06 Dec '07 Dec '08

Houston Inv

All material and © copyright Demand Driven Institute 2011, all rights reserved

Houston TR

Sep

What Would “Papa Joe” Say about DDMRP? “Traditional inventory management approaches, in pre-computer days, could obviously not go beyond the limits imposed by the information processing tools available at the time. Because of this almost all of those approaches and techniques suffered from imperfection. They simply represented the best that could be done under the circumstances. They acted as a crutch and incorporated summary, shortcut and approximation methods, often based on tenuous or quite unrealistic assumptions, sometimes force-fitting concepts to reality so as to permit the use of a technique. The breakthrough, in this area, lies in the simple fact that once a computer becomes available, the use of such methods and systems is no longer obligatory. It becomes feasible to sort out, revise, or discard previously used techniques and to institute new ones that heretofore it would have been impractical or impossible to implement. It is now a matter of record that among manufacturing companies that pioneered inventory management computer applications in the 1960s, the most significant results were achieved not by those who chose to improve, refine, and speed up existing procedures, but by those who undertook a fundamental overhaul of their systems.”

35 Years Later Industry Finds Itself in Another Time of Transition and Re-Examination

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