cell and members of the planning team can start training activities, cross-training of operators and – if needed – relocation of equipment to launch the cell. After cell launching, the implementation team continues support for the new cell and measures MCT to monitor lead time changes. Inclusion of system dynamics During both design of the cell and its operation, the implementation team should reexamine policies on utilization to properly plan the loading of the cells and to maintain spare capacity. Furthermore, cells teams should be encouraged to engage in a program of batch size reduction. Enterprisewide expansion of QRM After completing the initial project, the company needs to evaluate the results of these QRM efforts and publicize successes throughout the organization. Following the same pattern as described above, the company should identify additional FTMSs for other QRM projects and start the implementation process. As more cells are formed, restructuring of the MRP system and implementation of POLCA may become necessary. To maximize benefits of a time-based management strategy, QRM projects should span across office operations, the shop floor and supply chain. Practice Quick Response Manufacturing is used by a variety of companies from different sectors worldwide. As an enterprisewide strategy, QRM has found applications in all areas of the company from shop floor to office operations to supply chain and beyond. In the apparel industry, QRM has also become closely intertwined with the concepts of Fast fashion and Fast Fit, both of which are intended to reduce the timeframes typically associated with bringing catwalk style to the high street. Many companies use QRM to address lead time issues in some parts of their organization or as an addition to existing continuous improvement efforts such as Lean, Six Sigma or others. Another group of companies including Alexandria Extrusion, Omnipress, RenewAire and Phoenix Products have transformed their entire operation according to QRM principles making full use of QRM's enterprisewide reach. In a 2008 article in Barron's magazine profiling the five companies most successful at boosting their sales and cash flow from among the 500 largest (by sales) publicly traded companies in the U.S. and Canada, Merrill Miller, chairman and CEO of National Oilwell Varco mentions improved manufacturing efficiencies based on QRM as a large part of NOV's growth. In recent years, QRM principles have also found applications in the healthcare and pharmaceutical sector. Center for Quick Response Manufacturing Founded in 1993 by