Abstract
The “evils” of long response times, similar to the “evils” of excess work in process, are responsible for diminished quality and customer satisfaction. There is also an effect of diminishing throughput, control, and cash flow. Long response times (or high level of work in process) add to increase in operating expenses. Shortening response times and reducing the level of work in process are attainable and serve as leverage for significant improvement in organizational performance. Excess work in process can be caused by the efficiencies syndrome, viewing inventory as assets, and ignorance. The methods for reducing the level of work in process and shortening response times are detailed in the chapter 11.
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