Magazine publishers seem to be thinking Lean, to remain competative, but the article below also illustrates cost and effeciency possibililities available to any publisher.
Read below . . .
NEW YORK (AdAge.com) — Advertisers, recession and technology are conspiring to render still more magazine traditions obsolete. Publishers have already started reporting issue sales more rapidly and frequently than before. They have also started guaranteeing each issue’s circulation instead of a longer-term average. Both changes were intended to help magazines maintain their competitiveness. Here, two more changes magazine publishers must make sooner rather than later.
Shorten lead times
Monthlies still haven’t been able to extend their awkwardly early deadlines for ad sales — often two or three months before an issue reaches readers. Now Men’s Journal has found a way to extend its ad-sale deadline by three weeks.
The article is continued here . . .
How should these publishers or anyone consider reducing their lead times? Lean uses a variety of tools to improve performance, reduce costs and increase quality. Utilizing Value Sream Maps and Time Prints could lead to the solutions.
A Time Print helps visualize the process from the supplier through the supply chain to the customer. They describe processes exclusively with time. The visual map created, is a Time Print. As with all Lean applications, visual maps or cues are created, so anyone can see and understand the process.
These could help magazine pubishers see where opportunites lie in reducing lead times.
A Time Print consists of tracking several process times, creating a Visual Map. Here is a basic overview of what makes up a Time Print.
Interval Time-The actual time between completion of similiar units of work.
Linerarity-The actual, commulative completion time intervals compared to the ‘takt time’ or the maximum time necessary for the product or service to meet the demand.
Process Duration Time-The time for work to flow through the sequence of all steps in a process. This is also called cycle time.
Setup Time-The time lapse bewtween the end of processing one process and starting to the next process.
Information Que Time-The time between needing information and receiving it. This also includes sensing that changes are needed, errors were made, and the time of taking action to correct the errors or verify that they were not made.
Customer Lead Time-The elapsed time from knowing the customer hs as a need, until the product or service is delivered.
Time Prints can be used to visualize any process, regardless of industry. Compressing process times reduces inventory, compresses the planning and execution cycle and can lower operational expenses while delivering the product quicker and with less errors to the customer. Errors in a process typically translate into higher costs and lower customer satisfaction.
The Kaizen Blitz: Accelerating Breakthroughts in Productivity and Performance
By: Anthony C. Laraia, Patricia E. Moody and Robert W. Hall