to maximize production efficiency, reduce WIP (Work in Process) and prevent bottlenecks from forming. Suri also describes the use of PROPOS QRM software and digital POLCA, illustrated by a case at BOSCH Scharnieren. This Dutch manufacturer produces custom metal hinges and managed to greatly reduce lead times and optimize the production flow in their job shop using QRM and POLCA principles. Supply Chain QRM encourages companies to work with suppliers to reduce their MCT. Long supplier lead times can incur "hidden" costs such as high inventory, freight cost for rush shipments, unplanned engineering changes creating obsolete inventory, and reduced flexibility to respond to demand changes. QRM recommends that MCT be included as a significant factor in sourcing decisions. New Product Introduction QRM highlights strategic advantages of rapid New Product Introduction (NPI). Applying the MCT metric to the NPI process provides valuable information on the current NPI performance. Based on these findings, QRM encourages managers to rethink cost-based decisions in terms of their impact on the NPI MCT. For example, cost-based purchasing policies can result in long purchasing times for prototype materials, in turn delaying the NPI. Implementation QRM theory recommends following four common steps when implementing QRM: Creating a QRM mindset QRM implementation requires company personnel to embrace the strategy's time-based principles. In a first step, a team of management and employees trained in QRM principles should compile a list of wastes due to long MCT, creating awareness for the negative impact of long lead times on operations. If the company decides to take action, QRM theory recommends the creation of an organizational framework for the implementation effort. In this framework, a high-level QRM Steering Committee oversees all QRM efforts, while a QRM Champion – an experienced employee with sound QRM training – is charged with driving and overseeing projects on a day-to-day basis. With this structure in place, the Steering Committee can pick a set of products as the target for the first QRM project. Changing of organizational structure Following the general direction of the Steering Committee, a cross-functional planning team starts studying the project, including a detailed analysis of the MCT, product volumes, strategic needs and other factors. This analysis leads to the definition of the FTMS for the QRM project. Using QRM principles, the planning team designs a QRM cell for the FTMS. With approval from management, an implementation team consisting of the people in the new