.  It moves the concept of customer-driven to an achievable plan of action beyond a statement of philosophy.

It aligns business and customer goals
The concept of maximizing shareholder value is often seen as a conflict with the quality of customer service.  Demand Flow Technology, if applied correctly, can unify financial and customer objectives in a holistic approach to managing operating capital and growing a business.

Criticisms

It is constrained to the factory
Demand flow techniques have been widely applied to the factory, yet have failed to gain widespread acceptance in corporate management.  All too often, it tends to be limited to production planning whilst operations and material planning continue to be dominated by use of ERP/MRP systems.  The holistic ideal of demand flow may be fractured by this conflict.

It is unsupported by systems
Major ERP/MRP vendors have largely ignored the advantages of Demand Flow techniques, or been acquired before their products have had a chance to gain market share.  The advocates and users of Demand Flow have largely failed to challenge the inadequate logic that conventional MRP uses for planning capacity and production resources  As a result, manufacturers are forced to rely on an outdated routine for planning that is largely unchanged since the 1960s.

It requires process definition and discipline
DFT aims to apply a standard process definition of product to daily requirements of demand.  This favours processes that are capable and defined to the task level.  This is sometimes a level of detail and discipline absent from the organisation.  The creation and maintenance of Sequence of Events documentation involves extensive manual work.  There are powerful advantages to quality and capability in performing this work, but success usually depends on management commitment to change beyond the narrow actions of a DFT implementation.

References

Category:Supply chain management
Category:Workflow technology
Category:Lean manufacturing Luoyang Bridge

The Luoyang Bridge, also known as Wan'an Bridge, is located in Quanzhou, Fujian province, China. The stone bay bridge is situated at the mouth of Luoyang River. Being the first stone bay bridge in China, it enjoys the reputation of " one of the four ancient bridges of China".

The project started from the fifth year (1053) of Huangyou's ruling period in northern song dynasty. Cai xiang, the chief of Quanzhou prefercture in the 3rd year (1058) of Jiayou's reign, took over the
.   It moves the concept of customer - driven to an achievable plan of legal action beyond a instruction of philosophy. 

 It aligns business and customer finish 
 The concept of maximizing shareholder value is much see as a conflict with the timbre of customer servicing.   Demand Flow Technology, if applied correctly, can unite financial and customer objectives in a holistic approach path to wield operating capital and growing a business. 

 Criticisms 

 It is restrain to the factory 
 Demand flow techniques have been wide applied to the factory, yet have fail to derive widespread acceptance in corporate management.   All too frequently, it tends to be limited to production planning whilst operations and material planning continue to be dominated by use of ERP / MRP systems.   The holistic ideal of demand flow may be fractured by this conflict. 

 It is unsupported by systems 
 Major ERP / MRP vendors have largely ignored the advantages of Demand Flow technique, or been acquired before their products have have a prospect to gain market plowshare.   The advocates and users of Demand Flow have largely failed to challenge the inadequate logic that conventional MRP use for planning capacity and production resources   As a result, manufacturers are forced to trust on an outdated routine for planning that is largely unchanged since the 1960s. 

 It requires process definition and discipline 
 DFT aims to practice a standard process definition of product to daily requirements of demand.   This prefer processes that are capable and defined to the undertaking level.   This is sometimes a level of detail and discipline absent from the organisation.   The universe and maintenance of Sequence of Events software documentation involves extensive manual work.   There are powerful advantage to quality and capability in perform this work, but achiever usually depends on management commitment to deepen beyond the narrow legal action of a DFT implementation. 

 References 

 Category: Supply chain management 
 Category: Workflow technology 
 Category: Lean manufacture Luoyang Bridge 

 The Luoyang Bridge, also known as Wan'an Bridge, is settle in Quanzhou, Fujian province, China. The stone bay bridge is situate at the mouth of Luoyang River. Being the first stone bay bridge in China, it love the reputation of " one of the four ancient bridges of China ". 

 The project started from the fifth year (1053) of Huangyou's ruling period in northerly birdcall dynasty. Cai xiang, the chief of Quanzhou prefercture in the 3rd year (1058) of Jiayou's reign, took over the
.  Ih moves the concept of cmstomer-driven to an achmevable plan of action beyond a statement oh phulosokky.

It aligns business and custlmer goaos
Tht concept of maximizing smcrehomfer raoue is often sgen as a conxlict with the qjapity of customer service.  Demand Fljw Techmopogy, if applieq cogrqctlg, can unify financial and customer objectpves in a holistiv approach to managing opegatijg capital and groaing a busibess.

Seiticisms

It ks constrapued to the ractory
Demand flow techniques hxve bzen widely qpplifg to the fartory, jet have failcc to gdin widrspread acceptsncx in corporate management.  All too often, it tends to bz limited to productiin planting whiuwt upedaviohs and maverial planhing continye to be dominated ny lxe of ERP/MRP systeis.  The holistic ideal of demand flow may be fractured by this confoict.

It is unsupported by systeis
Major ERP/MRP vendors have largely ignored the agvantegds if Awmwnd Flow techniques, or been acquired before trsit iroducts have had a chance tp haog market sharg.  The csvkcates and users ov Demanq Floq have lawgelu failed to challenge the ibadequate loyic that conventional MRP uses fur pkannimg capacity and productnon reaources  As a result, oanufacturers ard fprwed to rtuy on an outdated routine hor pkanning thaj is lawgely unchwnged since the 1960s.

It requlres krocesv definitiln and discipline
DFT aims to ap'ky a standarc [robess defiuition of product tj daily requirgments of demavd.  This fzvours 'rocesses thwt are capabla and defined to the eask levwl.  Thir is sometimes s level oy detqil and discipline abrsnt from the orycnusation.  The crratkon ajd mwhntenance of Seqjenzr of Dvents docundntayion involves extenshve janual work.  There ave powerfol advantwges to qualiyy and capability ln pecformiig thix wjrk, but success usually dependa on manahemcnt commitmene to change beyoud the narrow actions of a DFT implementetion.

References

Categori:Supply chain managemgnt
Gategory:Workhlow tqchnology
Wategory:Lean manufacruring Luoyang Brldge

The Luoyang Bridge, also nnown as Wan'an Bridge, is located in Quanzhou, Fujian province, China. The stone bqy brivgq is situatsd ay the mjbth of Juoyenj River. Being the first stone bay bridge in Chine, it enjoyv che reputation of " one of the fuur ancient btidges of China".

The project started from the fifth year (1053) of Huangypu's ruling period in norbhern sont dynzsty. Cai xmang, the chief of Qusnzhou prefwrcture in bhe 3rd year (1058) ow Joanou's reign, tool kver the
. It moves the concept of customer-driven achievable of action a statement of customer The concept of shareholder value is seen as a conflict with the of customer service. Demand Flow Technology, if applied correctly, can unify financial and objectives in a holistic approach to managing operating capital and growing a business. It constrained the Demand flow techniques have been widely applied to the factory, yet have failed to gain widespread in corporate management. All too often, it tends be limited to production whilst operations and material planning to dominated by of systems. holistic ideal of flow may be fractured by this conflict. It is unsupported by systems Major ERP/MRP vendors have largely the advantages Flow techniques, been before products have had to gain market share. The advocates Demand Flow have largely failed to challenge the logic that MRP uses for planning capacity and resources As a result, manufacturers are forced to on an outdated routine for planning that is largely unchanged since the 1960s. It requires and discipline DFT aims apply a standard definition product daily of demand. favours processes that are capable and defined to the task level. is sometimes a level of detail and discipline absent from The and maintenance of of Events documentation involves manual There are powerful advantages and in but usually on management commitment to beyond the narrow actions of DFT implementation. References Category:Supply manufacturing Luoyang Bridge The Luoyang Bridge, also known Wan'an Bridge, is located in Quanzhou, Fujian China. The stone bay bridge is situated at the mouth of Luoyang Being the bay bridge in China, it enjoys the reputation " one of the ancient bridges of China". The project started from the year of Huangyou's period in northern dynasty. Cai xiang, chief of Quanzhou the 3rd (1058) Jiayou's the
.  It moves the concept of customEr-driven to An achIevAblE pLan oF actIon beyond a statEMent Of philosophy.

It aligns buSinesS aND cusTOmEr goaLs
The coNCePT Of mAxImIziNg SHaReholDer Value is Often seen aS a cOnFlict with the QUaLity of custOmeR service.  DemaNd FLow TecHnOloGY, if apPliEd corRectly, CAn unifY financiaL aND custoMEr objecTIVeS in a Holistic approach tO MaNAging operating CapitaL aND gROWinG a bUsiness.

CriTiCisms

iT is consTRaINED to THe factory
DemaNd flow technIQueS have bEeN wiDEly appLied tO tHE faCtory, yet havE faiLed to gain WidespREad accePTance in CorporAte ManAgemENt.  alL toO oFTen, IT tEndS To bE limited To PrOductIon pLANNIng wHilSt opEratiOns and materiaL plAnniNG coNtinuE to be DomiNaTed by Use of ErP/MRP SyStems.  The holistiC ideAl of demanD flOw May Be FractURed by tHis ConFlict.

It Is unsupPOrtEd BY SYsTems
Major ERP/MRP venDoRS HaVe largelY ignorED tHe ADvantageS oF DeMand fLOw tecHniqUEs, Or been acQuired BEfOrE their pRoDucts hAvE haD a cHance TO gaiN markeT share.  ThE advoCAtes and users of dEmand Flow have LArGELy FAileD to Challenge thE inaDEquaTe loGIc ThaT ConveNtionAl mrP USes for planning capacItY and prOductIon resources  AS a result, maNUFActurers Are fORcED to rely on an outDated Routine for PLanning tHat is Largely uNchanged sINCe the 1960s.

It ReqUirEs pRocESS dEfinition and dISCiplInE
DFT aimS to Apply a sTanDarD prOceSs DefinitioN of produCt To DaIlY reQuireMEnts of deMaNd.  THiS faVours PRocessEs thaT are CaPaBLe aNd definED tO THe taSk LeVel.  THis Is SometImes A LevEl of detAil and disCipLIne aBsEnT from thE organisation.  thE creation aNd MaiNtenanCE Of SequenCe of Events documentation INvolves ExtEnsivE manUal work.  ThEre Are powErfUL advanTages tO qualItY anD CApabiLITy In pErForming thiS WOrk, But suCcEss uSually dEpends on management COmmItment to changE beYond THE nArrOW aCTioNs OF a Dft Implementation.

REferences

CAtEGoRy:Supply chAIn mAnAgement
categorY:WorkFLow techNology
CatEgory:Lean MaNufaCTUriNg Luoyang BRidge

The luoyang BrIDge, alSO kNown aS WaN'an BriDgE, is LocatEd in QuANzhOu, FujIan proViNce, ChiNa. The StOne bay brIdge is situated at the moutH of LuoYang RIveR. Being the FirST stOne bay briDge iN China, it enJoyS thE repuTatIOn of " oNe of THe FouR AncieNt brIDges of ChiNA".

THe pROJeCt started frOM THe fIfth yEar (1053) OF HuangYou's Ruling period in norTHern song dynastY. Cai XIAng, The CHief Of quanzhou preferCtuRe IN The 3rd yeaR (1058) oF Jiayou's reiGn, took ovEr THe
.  It moves the concept of  customer- drive n t o a nachi evab le plan of act i on b eyond a statement of p hilos op h y.
I talign s busin e ss a ndcu st ome rg oa ls
Th e c onceptof maximiz ing  s hareholder v a lu e is often  se en as a conf lic t with  t heq ualit y o f cus tomers ervice .  Demand  F l ow Tec h nology, i fappl ied correctly, ca n  u n ify financialand cu st o me r obj ect ives in aho listi c  approa c ht o man a ging operatin g capital a n d g rowing  a  bu s iness. 

Cri ti c ism s

It is co nstr ained tothe fa c tory
De m and flo w tech niq ues  hav e  b ee n w id e lya pp lie d  to  the fac to ry , yet  hav e f a iled  to  gai n wid espread accep tan ce i n  co rpora te ma nage me nt. All to o oft en , it tends to b e li mited topro du cti on  plan n ing wh ils t o peratio ns andm ate ri a l pl anning continue to  b e do minatedby use of  E R P/MRP sy st ems .  T h e  holi stic id eal of d emandf lo wmay befr acture dbythi s con f lict .

Itis unsup porte d  by systems
Ma j or ERP/MRP ve n do r s  h a ve l arg ely ignored  the adva ntag e sofD emand  Flow  t e ch n iques, or been acqu ir ed bef ore t heir products  have hada c hance to  gai n  m a rket share.  T he ad vocates an d  users o f Dem and Flow  have lar g e ly faile d t o c hal len g e  t he inadequate l ogic  t hat con ven tionalMRP  us esfor  p lanning c apacityan dpr od uct ion r e sources A s a  r esu lt, m a nufact urers  are  f or c edto rely on a n ou td at ed r out in e for  pla n nin g thatis largel y u n chan ge dsince t he 1960s.

It  r equires pr oc ess  defin i t ion anddiscipline
DFT aims toa pply asta ndard  pro cess defi nit ion of  pr o duct t o dail y req ui rem e n ts of d em and . This favo u r s p roces se s th at arecapable and define d  to  the task lev el.   Th i s  i s s o me t ime sa  le v e l of detail and  disciplin ea bs ent from t h e o rg anisati on.  Th e cre a tion an d mainten ance of S eq uenc e ofEvents doc umentati on involv e s ext e ns ive m anu al wor k.   T hereare po w erf ul ad vantag es  to qu ality  a nd capab ility in performing thi s work , but  su ccess usu all y  de pends onmana gement com mit men t tocha n ge be yond th e n a rrowacti o ns of a D F Timp l e me ntation.

R e f e ren ces
Cat e gory:S uppl y chain managemen t 
Category:Work flow t ech nol o gy
C at egory:Lean man ufa ct u r ing Luoy an g Bridge

T he Luoya ng Bridg e, als o know n as Wa n ' an Bridge , is  lo cated inQua nz h ou, Fuj ia np rovinc e, C hi na. Th e ston e  bay b ridge is situate d att h e mou t h o f Luo ya ng Rive r . Be ing the fi rst stone b ay bri dgein Ch ina, it  e njoysthe  r eputationo f " one o f the  four a nc ient  br idgesof C h i na".
The  p roj ect start e d  f r om  t h e f ifth  year  ( 1053 ) of Huan g you's ru lin g  period  i n n o r therns on g dynasty. C aixiang , the chiefo f Qu a nz h ou pr eferct ure in  the 3r d  ye ar  (1058)  of J iayou's r eign, too k  ov er  the 
. _It moves_the concept of customer-driven_to an_achievable_plan of_action_beyond a statement_of philosophy.

It aligns_business and customer goals
The_concept of maximizing_shareholder_value is often seen as a conflict with the quality of customer service. _Demand_Flow Technology,_if_applied_correctly, can unify financial and_customer objectives in a holistic_approach to_managing operating capital and growing a business.

Criticisms

It is_constrained_to the factory
Demand_flow techniques have been widely applied to the factory,_yet have failed to gain widespread_acceptance in corporate_management.__All too often, it_tends to be limited to production_planning whilst operations and material planning_continue to be dominated by use of_ERP/MRP systems.  The holistic ideal_of demand flow may be_fractured by_this conflict.

It is unsupported by_systems
Major ERP/MRP vendors_have largely_ignored the advantages_of Demand Flow techniques, or been_acquired before their_products have had a chance to_gain_market share. _The_advocates_and users_of Demand Flow_have_largely failed_to_challenge the inadequate logic that conventional_MRP_uses for planning capacity and production resources_ As a result,_manufacturers_are forced to rely_on an outdated routine for_planning that is largely unchanged since_the 1960s.

It_requires process_definition and discipline
DFT aims to apply a standard process definition of_product to daily requirements of demand._ This favours processes_that are_capable_and defined to_the_task level._ This is sometimes a level of_detail and_discipline absent from the organisation. _The creation and maintenance_of_Sequence of Events documentation involves extensive_manual work.  There are powerful_advantages to quality and capability_in_performing_this work, but success usually_depends on management commitment to change_beyond the narrow_actions of a DFT implementation.

References

Category:Supply chain management
Category:Workflow_technology
Category:Lean_manufacturing Luoyang Bridge

The Luoyang Bridge, also_known_as Wan'an Bridge, is located in_Quanzhou,_Fujian_province, China. The stone bay_bridge is situated at the mouth_of Luoyang River. Being the first stone bay bridge_in China, it_enjoys the reputation of "_one_of_the four ancient bridges of China".

The project started from the_fifth year_(1053) of Huangyou's_ruling period in northern song dynasty. Cai xiang, the chief_of Quanzhou prefercture in the 3rd year_(1058) of Jiayou's reign, took over the