Getting work through.
WHY TURNAROUND MATTERS
Customers choose on it, and commercial contracts depend on it.
WHAT TO ESTABLISH
Realistic turnaround for each service.
WHY REALISTIC
Promises that are missed are worse than longer promises kept.
WHAT DETERMINES IT
Machine capacity Finishing capacity Staff availability Whether items require special treatment
WHY FINISHING IS USUALLY THE BOTTLENECK
It is manual and it receives least investment.
WHAT TO EXAMINE
Where items actually wait.
WHAT TO TRACK PER ORDER
When received Promised date Current stage Whether collected
WHY BY STAGE
It shows what is at risk before it is late.
WHAT TO ESTABLISH
A physical system showing order status.
WHY PHYSICAL
Items must be findable, and a record without location does not help.
WHAT TO ESTABLISH ABOUT EXPRESS SERVICE
Whether you offer it, and at what premium.
WHY A PREMIUM
It displaces other work.
WHAT TO AVOID
Accepting more express work than capacity allows.
WHAT TO DO WHEN AN ORDER WILL BE LATE
Contact the customer before the promised time.
WHY BEFORE
They can adjust, and it prevents a wasted journey.
WHAT TO MEASURE
Orders completed on time Causes of delay Items requiring rework
WHAT REWORK INDICATES
Process problems upstream.
