Over the past 20 years, dramatic innovations
in lean manufacturing techniques, technology and management
have set in motion a third industrial revolution. Leading
manufacturers have migrated from traditional, mass-production
models to demand-driven manufacturing models. Information
Technology is quickly becoming a commodity. Innovations
in business management have provided corporations with
new potential for organizational efficiency and effectiveness.
Leading companies understand that fundamental changes
are required to remain competitive, yet they struggle
with the proper application of core process change, system
implementation, and organizational policy deployment to
drive real value within their company.
FactoryDNA’s
team members have implemented major lean conversions
in over 9 countries across industries ranging from food
and personal productions to automotive and heavy industry.
Having won the Shingo Prize for lean excellence for their
software development efforts in 2001, FactoryDNA’s
On-Demand™ is the next generation of software to
power the lean enterprise.
Mission and Values
Our mission is to satisfy our clients
by assisting with the successful implementation of lean
manufacturing and supporting systems. We bring people
and technology together to help our customers achieve
bottom line improvement in productivity, inventory reductions,
reduced lead-time and higher server levels.
The 3rd Industrial Revolution
Since WWII, dramatic innovations in manufacturing
techniques, technology and management have set in motion
a third industrial revolution. Leading manufacturers have
migrated from traditional, mass-production models to demand-driven
manufacturing models. Technology has enabled ubiquitous,
real-time data transfer. And innovations in business management
have provided corporations with new potential for organizational
efficiency and effectiveness.
Like previous industrial revolutions, the current one will catalyze significant and rapid changes in the structure and operation of modern business. For example, it is already clear that the third industrial revolution has caused tectonic shifts in consumer behavior. Consumer behavior has gradually changed since WWII leading to increased demand for more product variety and customization as well as better responsiveness. But corporations have been unable to keep pace with changes, and this has given rise to a modern manufacturing crisis.
Modern manufacturing is fundamentally desynchronized with demand patterns, causing damaging fluctuations in business performance. Traditional mass-production manufacturers have been unable to meet market requirements for mass customization without eroding value for the company and its shareholders - a veritable manufacturing crisis typified by volatile inventory levels, poor customer service, lackluster market performance and thinning margins. The recent economic recession has surely squelched any doubts that traditional manufacturing models do not fit modern, volatile business cycles. Corporations have yet to leverage all components of the new industrial revolution to achieve long-term stability. And the consequences of our continued failure to do so may have catastrophic results.
Leading companies understand that fundamental changes are required to remain competitive, and that these changes must flow from innovations in manufacturing, technology and management. Yet most manufacturers fail to derive measurable benefit from change initiatives.
Leading manufacturing-driven enterprises have leveraged the Value Matrix to successfully optimize the elusive balance between inventory and customer service levels, meeting the dual objectives of cost management and revenue optimization. Numerous other benefits flow from the achievement of the elusive balance between inventory and customer service.
