Within the Telcar group, PWVT, maker of energy management systems, is a small player and as such as little influence?over broad group strategic direction戰(zhàn)略方向 and resource allocation.despite this, the company can point to a history of?operational excellence on?which it has built up a 30%market share under the nose of在誰的眼皮子底下 competitor Blacktons.Success has been hard won.

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?Before 1990, the main plant?which accounts for占...比例?three-quarters of company?turnover, made its products in traditional mass-production?push-mode - building batches for stock to complex schedule?sand forecasts. Lead times交貨期間 were long, even if?the?warehouse was always bulging with stock堆滿庫存, and customer?satisfaction was low.

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A substantial loss in 1995 finally resulted in PWT making?fundamental changes in order to survive. Taking a collective?deep breath, it moved to stockless production無庫存生產(chǎn)?using JIT(just-in-time)剛好 principles and production cells in place of取代?the?previous assembly line.no sooner had it done so than?it began to see dramatic results, e.g.

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lead times交貨周期?slashed fromsix weeks to three days.Without forecasting and scheduling.materials control became massively simplified.

What really enabled PWT to compete on equal terms 在同等條件anywhere in the world were its unbeatable?lead times and consistent quality.

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So efficient had the?company's practices become that?in 2004 it moved?production to a new site with no downtime, meaning that?not?even連。。。也不。。 a single order was missed.The next phase? The company is now engaged?in?introducing a redesigned range. in the group?context, it's as a centre of manufacturing excellence that PVV Tcan keep on punching above its weight和比自己規(guī)模強(qiáng)大的公司抗衡。