{"id":3265,"date":"2021-03-24T11:10:57","date_gmt":"2021-03-24T10:10:57","guid":{"rendered":"https:\/\/www.theleansixsigmacompany.nl\/?p=3265"},"modified":"2025-10-10T11:36:04","modified_gmt":"2025-10-10T10:36:04","slug":"is-sneller-echt-goedkoper","status":"publish","type":"post","link":"https:\/\/www.theleansixsigmacompany.com\/nl\/bibliotheek\/is-sneller-echt-goedkoper\/","title":{"rendered":"Is sneller echt goedkoper?"},"content":{"rendered":"\n

Onze klanten willen het niet sneller, ze willen het gewoon in \u00e9\u00e9n keer goed! Een vaak gehoorde uitspraak van managers die twijfelen over de keuze voor verbeterprojecten. Deze uitspraak vindt wellicht zijn oorsprong bij de intrinsieke motivatie om meer te verdienen, meer marge te maken. Veel managers zijn ook nog steeds van mening dat sneller all\u00e9\u00e9n maar mogelijk is met m\u00e9\u00e9r mensen (en dus kosten). Dagelijks wordt bewezen dat het tegendeel waar is. <\/strong><\/p>\n\n\n\n

<\/div>\n\n\n\n

Sneller is goedkoper!<\/h2>\n\n\n\n

Hoe kan het nou zijn dat ik kosten bespaar wanneer ik mijn product of dienst sneller lever? In Lean Six Sigma projecten leren we dat we dan van een \u201cpush\u201d systeem naar een \u201cpull\u201d systeem moeten groeien. We riskeren dan wel dat medewerkers soms zonder werk zitten en dat machines soms stilstaan.  Hoe kan dit nou kosten-effectiever zijn?<\/p>\n\n\n\n

<\/div>\n\n\n\n

De verborgen fabriek<\/h2>\n\n\n\n

Het antwoord zit hem in de zogenaamde \u201cverborgen fabriek\u201d. Al die activiteiten die moeten gebeuren omdat we niet <\/u><\/strong>snel kunnen leveren en\/of reageren. Het ontbreken van \u201creserve capaciteit\u201d om extra\u2019s, spoedjes op te vangen. Het leidt tot spoedorders, planningswijzigingen, escalaties, spoedzendingen, en veel (heel veel) overbodig overleg. Deze verborgen fabriek laat zich moeilijk uitrekenen, maar toch zijn er goed onderbouwde pogingen gedaan waarvan ik er graag een met u deel.<\/p>\n\n\n\n

De \u201cpower of six\u201d ruleforcost impact of leadtime reduction<\/strong>\u201d biedt een prima handvat om de besparingen op voorhand in te schatten. Deze regel is ontwikkeld door Francisco Tubino van het \u201ccentre of Quick Response Manufacturing\u201d en getest op vele projecten. Hieruit is gebleken dat de inschatting behoorlijk robuust is in de voorspelling. Dit heeft mij doen besluiten de regel te gaan gebruiken.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Wat bespaar ik als ik mijn producten of diensten sneller lever?<\/h2>\n\n\n\n

De formulesom mee te rekenen: <\/strong><\/p>\n\n\n\n

MR* (Leadtime ratio)      =  verwachte PLT (proces lead time) delen door huidige PLT
CR (Cost ratio)                  =  verwachte kosten delen door huidige kosten.<\/p>\n\n\n\n

Rule of \u201cpower of six\u201d <\/strong> \u2192 <\/strong>MR = (CR)6<\/sup><\/strong><\/p>\n\n\n\n

(*MR = Manufactoring Critical Path time ratio)<\/em><\/p>\n\n\n\n

Rekenvoorbeeld: <\/strong><\/p>\n\n\n\n

Ik wil 10% besparen<\/strong> op de variabele kosten, met hoeveel moet dan de PLT worden verlaagd?<\/p>\n\n\n\n

Antwoord: CR = 0,90 \u2192 MR = 0,906<\/sup> \u2192 LR = 0,53 , en dit betekent dus dat een reductie van 47 % in doorlooptijd gewenst is. (grofweg: om 10% te besparen moet ik de doorlooptijd halveren<\/strong>).<\/p>\n\n\n\n

Wat bespaar ik als ik mijn PLT met 75% kan reduceren<\/strong> (b.v. i.p.v. 20 werkdagen, slechts 5 dagen).<\/p>\n\n\n\n

Antwoord: LR = 0,25 \u2192 CR = 0,251\/6<\/sup> \u2192 0.79, dit betekent dus dat de besparing ca. 21 % bedraagt als ik de PLT met 75% kan reduceren.<\/strong><\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

<\/p>\n\n\n\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Deze week gaf ik Lean Six Sigma trainingen en coachte Green Belts bij Van Gansewinkel en de KVK. Cursisten passen theorie direct toe en boeken snel resultaat.<\/p>\n","protected":false},"author":33,"featured_media":3279,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[162,164,152,133,130,124],"tags":[],"class_list":["post-3265","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-lean-management","category-lean","category-value-stream-mapping","category-black-belt-industrie","category-lean-leader","category-industrie-mening"],"yoast_head":"\nIs sneller echt goedkoper? - The Lean Six Sigma Company Nederland<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.theleansixsigmacompany.com\/nl\/bibliotheek\/is-sneller-echt-goedkoper\/\" \/>\n<meta property=\"og:locale\" content=\"nl_NL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Is sneller echt goedkoper? - The Lean Six Sigma Company Nederland\" \/>\n<meta property=\"og:description\" content=\"Deze week gaf ik Lean Six Sigma trainingen en coachte Green Belts bij Van Gansewinkel en de KVK. 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