w conception of a process cycle subject to time compression (Sheridan, 22-26). 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 (Cooke, pp. 32-35; Dinitz, 1990, pp. 22-25).
Benefits attributed to TCM include increased flexibility, improved responsiveness, better customer service, lower inventories, and greater cost savings (Daughtery & Pittman, 1995, pp. 54-60). Improvements in market share also derive from the successful application of TCM (Sheridan, pp. 22-26). Profitability improvements are the end objective of a TCM application. The core elements of TCM include the following:
1. A pervasive attitude that "the customer is king" and that "time is the enemy" is essential.
2. A mission to eliminate non-value-added activities from the process cycle is required.
3. Re-engineering the business process is demanded.
4. Flat organizational structures, with executives integrated into all business processes, are necessary.
5. An emphasis is placed on "pull," rather than "push" systems.
6. Establishing partnerships facilitates TCM goal attainment.
The application of the TCM concept involves the use of a variety of managerial techniques, procedures, and strategies. Among the more important of these approaches to management within the context of TCM practice are just-in-time (JIT) production management, which includes the removal of non value-added activities from the process cycle (Chhikara & Weiss, 1995, pp. 73-78; Cooke, 1994, pp. 32-35), quick-response strategies (Daughtery & Pittman, pp. 54-60), mass customization (de Toni, Filippini, & Forza,...