Forensics Case Summary

Executive summary
First for Forensics (FfF) is a high tech company operating in the forensic science market. The undisputed success that the company has had in the last decade, is now challenged by the entrance of a competitor able to provide low cost versions of the two main First for Forensics products: F1 Basic and F1 Total. The lack of competiveness is due to unsatisfactory delivery performance as a consequence of the long finished goods holding period in the warehouse. The MPC system currently employed is the MRP system based on monthly forecast. Despite the two main products present a high level of commonality the complexity is raised by a large range of specified options offered to customers. In order to reinforce the ability to
compete
In a logical of continuous improvement the lack of visibility proven by the incognizance of the reasons why lead times are so long should be improved. It could be done though the introduction of 5S method that could bring a deeper understanding of operational issues [15]. Moreover, visibility could be improved though the introduction, when possible, of production leveled schedules. This practice could have a huge impact on EFC inventory though a rational reduction of batch sizes. Every effort must be put in reducing waste. The value stream mapping could be used to draw a “big picture” of material and information flows in order to distinguish value-adding from not value-adding activities. It requires the identification of value stream, the physical mapping of processes, the diagnostic of problems, the analysis of solutions and the implementation of changes. Deserve special attention setup-times, especially in EFC area. In order to reduce setup-times it could be employed the SMED method, based on identification of internal and outer setups and preparation, conversion of as many internal setups as possible into outer ones and improvement of internal and outer setups. [16]. In addition,
Moreover, quality standards should be stated and shared in all manufacturing environmental. They could be affixed in each workstation and employees should be aware of them, so that quality levels could be analyzed as part of the production flow. It could decrease costs and lead-times [17]. The inventory, moreover, should be arranged according to ABC inventory control, in which different usage values (usage rate * individual value) are assigned to different stocks [18]. This approach could allow a better control of slow-moving goods that, even if accounting for only 20% of sales value (Pareto low), usually occupying more than 1/2 of the totally stocking space [19]. Regarding RM inventory, in particular, the ABC inventory control should be associated with uncertainty of supply criteria, in order to reduce lead-times variance risk [20].

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Long term Recommendation
As JIT approach will gradually be absorbed by the organization and cultural resistance will disappear, further steps could be made in the direction of a deeper JIT implementation. JIT system works better in a stable environment where parts are produced regularly [21]. Conversely, MRP system is preferable for