Time Compression Management

This research examines the concept and application of time compression management (TCM). TCM is concerned reducing process cycle times. Within this context, process cycles are considered both narrowly and broadly. The production process for a single product is a narrow conception of a process cycle subject to time compression. Many firms, however, will not be able to attain the optimal benefits of TCM if process cycle is addressed only in the narrow context. Addressing the process cycle in the broader context as a part of TCM requires the inclusion both of suppliers and distribution networks. The application of the TCM concept seeks shorter cycle times, efficient inventory management, efficient consumer response, and attention to quality.

Reducing the cycle time is a significant advantage provided by quick response systems within the TCM framework to global marketers. Another significant advantage of the quick response concept in global marketing is the added flexibility and speed with which a company can respond to change in diverse markets simultaneously.

Although there are great benefits to be derived from the implementation of a TCM strategy, there can also be a downside to such a strategy. Firms, thus, must assure that the capabilities and resources necessary for a TCM strategy to function effectively are in place prior to implementation. An effective TCM strategy, however, will lead to improved productivity and to increased sales levels over the lo

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fails to address directly the concerns of the customer. By contrast with meeting production specifications, the customer is interested in product quality as quality is reflected in "a product's . . . performance when rapped, overloaded, dropped, and splashed" (Taguchi & Clausing, 1990, pp. 65-75). The TCM strategy begins with the interests of the customer. The essential steps in implementing a TCM program include the following: 1. Find out what the customer wants. Development of a TCM program begins with what the customer wants. 2. All preferences are equally important. One customer preference should not be accorded preference over another. All must be considered, although all may be able to be served by a single firm. 3. Determine the extent to which the delivery of a perceived need will result in a competitive advantage. This step requires an analysis of the product characteristics in the context of customer preferences of both a company and its competitors. 4. Determine how a product can be changed. Once the customer preferences are determined, a determination must be made of how the product can be changed to meet the customer preferences. 5. Determine the interrelationship between engineering changes and pro

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