Découvrez l'agilité QRM

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Transformer votre entreprise pour devenir agile dans des environnements à forte variabilité, c’est la promesse QRM (Quick Response Manufacturing /Management), avec Rajan SURI son Fondateur!

Le QRM Institute est l’autorité de compétence mondiale, pour former et certifier desprofessionnels, à faire de la variabilité un atout concurrentiel avec l’agilité QRM. Avec le niveau de certification QRM Institute SILVER, vous êtes apte à démarrer un projet de transformation d’agilité QRM dans votre entreprise.

« Meet the Experts » regroupe les certifiés en agilité QRM niveau SILVER: notre volonté est de créer une communauté d’experts QRM pour partager des retours d’expérience et apprendre les uns des autres. 

Dominique Andreux – CEO Quick Response Enterprise

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ROADSHOWS Découverte Agilité QRM

Les demandes clients sont de plus en plus personnalisées et avec des délais courts. La Variabilité peut être un atout concurrentiel pour les entreprises. Les Roadshow QRM vous permettent d’apprendre à la gérer, planifier et régulervos flux dans des environnements à forte variabilité. Au-delà des résultats bluffants, tels que la réduction des files d’attentes, la régulation des flux, ou encore la diminution drastique des délais…,

l’agilité QRM est un formidable projet fédérateur pour toute l’entreprise.

Rejoignez nous sur les Roadshow QRM avec le QRM Institute !

Dominique Andreux – CEO Quick Response Enterprise

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Faites du Temps votre allié ! C’est ça le QRM !

Qu’est ce qui est la cause de délais longs? C’est le fonctionnement global, et en particulier le fonctionnement en silos.

Ce fonctionnement n’est pas adapté quand on sert des Clients exigeants et changeant, demandant rapidité et flexibilité.

La méthode QRM permet de réduire les délais en supprimant les moments inutiles vus par le Client (les attentes, les allers et retours, les modifications, les corrections…): on appelle cela les zones blanches !

Au delà de la méthode QRM, l’approche Quick Response Enterprise n’est pas de travailler plus vite, mais bien de travailler mieux ensemble pour simplifier et fluidifier les processus de toute l’entreprise, et créer une dynamique collaborative motivante et pérenne.

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How Quick Response Manufacturing boosts your Industry 4.0 transformation

By Olivier Fichet – Quick Response Enterprise, France

After working in North America for 20 years, I went back to my home country France where I recently visited Global Industry 2019; a large conference in the European Mechanical Industry. It was undeniably clear that technological progress has occurred in Europe in the last 20 years. Several industry watchers are so impressed by the progress that they claim a fourth industrial revolution, known as ‘Industry 4.0’, has started. However, can we really call it a disruption, a revolution? Honestly, I am not so sure. Certainly, robots are better, more mobile and sometimes more human-looking, but still they do essentially the same job as the ones in 1994. I know this from my time at RENAULT Manufacturing Integrated Line, where we produced mechanical parts.


Personally, I am more focused on how organizations manage to deal with the changing competitive landscape. Many industrial companies have differentiated themselves thanks to the ‘customization’ of their products and related services. These organizations had to learn to produce in small batches, or even with lot size one. Several things struck me during the company presentations. Firstly, changing was often difficult and when they succeeded it was always through the engagement of their staff. Secondly, the successful companies gathered support from external sources of knowledge and named universities as great sources of support. Last of all, industrial companies who were able to transform, all named lean management as a driving force in their progress.

Despite the progress and success stories, it appeared to me that the transformation of the industry must accelerate in order to reach a larger group of industrial manufacturers in Europe more rapidly. The many institutional players – Regional Administrations, ‘Performance Accelerators’, Alliances, Manufacturers Corporations, etc.) – know this and are ready to implement important means (including financials) to help them.

Although lean remains a useful starting point for the upcoming Industry 4.0 transformation, it is clear to me that the lean approach will not suffice to guide companies during their transformation. The lean approach must be complemented with an alternative approach that is more suited for small customized series and that can deal with the inherent variability of the  customer demand and the production system. This method should allow people on the shop floor to actively contribute to their own transformation. It must be guided towards the reduction of the waiting times, as felt by the always more ‘impatient’ customer. It must have a scientific basis and encompass the whole of the company – whether it’s their creative area (marketing, design or development) or the executional side (sales, production or distribution).

The Quick Response Manufacturing (QRM) approach, fully compatible with the lean approach (if not similar due to a number of aspects) has these characteristics. It accentuates the aspect of structuring the organizations around being autonomous and implementing fully accountable cross-disciplinary teams; which for many managers is a scary decision to make. Above all, it allows the production of diversified products and services with variable demand and hectic if not dysfunctional production flows (induced by the variability and frequent changes in product and services changes). QRM is based on scientific foundations (queueing theory), that are well described by academics who created and then tested this approach in the real world.

This reduced the uncertainty during deployment and has the potential of securing transformations based on QRM. Finally, its participative and transverse deployment-mode allows the reduction of implementation delays within organizations. With hundreds of documented cases, QRM will allow industries to integrate all aspects and skills necessary for the implementation of industry 4.0 ‘of the future’. So, to reach the goals set by Executives to satisfy the expectations (expressed or not) of their customers, QRM will quickly unite humans and provide them with the necessary support in order to integrate supportive digital processes and technologies. QRM is the quick and lean way towards Industry 4.0; the booster in the transformation of agile companies!

Image by Geralt Altmann

Read more about Quick Response Enterprise or sign up for the upcoming QRM Silver Program in Lille, France …


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Working in teams: QRM and work cells (Q-ROC’s)

Working in teams? That’s nothing new for most companies. By placing a group of employees together, they will work in a team context. Constructive and socially beneficial, right? Certainly, but it’s questionable whether it really contributes to speeding up lead times. Due to the fact such teams consist of employees from the same hierarchy, the communication speed towards management and management does not improve. The solution? Work cells.

A QRM work cell is a place in the organization where different operations are brought together consistently. The traditional functional organizational structure has been replaced by a process and product-based one. So you don’t see a hierarchy of CEO, higher management, department managers and production staff in a cell. No, a cell consists of employees who are of necessary value for the relevant process or product(-flow): marketeers, sales people, planners, production employees, administrative staff, etc.

Where do you find QRM cells?

You can come across these cells both in the workplace and in the office. All too often you see combinations of tasks within these cells that directly and indirectly influence the process or product in question.

Focused Target Market Segment

Production in cells is a concept that has been around for decades. This concept often has three characteristics:

  •  a linear flow;
  • a fixed follow-up of operations;
  • prescribed intervals within which operations must be performed.

QRM extends these three characteristics in different ways. QRM cells are always set up with a precise Focused Target Market Segment (also known as: product-market combination).

No job description, but a role with multiple tasks

With the focus on the process or product to which a cell is connected, we look at which operations (tasks) are needed to achieve these processes and products. These tasks are then assigned to different employees. It is therefore of great importance to make them multidisciplinary employable. QRM therefore permanently terminates – often unilateral – job descriptions of employees. Instead, each employee fulfills a role in which they perform multiple tasks. Employees mutually teach each other’s activities (this is called ‘cross-training’).


A QRM cell is also called a Q-ROC, which stands for Quick Response Office Cell. Contrary to what is suspected, in this cell, in addition to office tasks, tasks from the workplace also take place. The physical placement of a Q-ROC is a considered choice: the aim is to place it as close as possible to the execution of the process or product. Think of a Q-ROC on the production floor or in assembly.

The benefits of Q-ROC’s at a glance:

• The product flow becomes clear and simple;

• Less work in progress

• Fewer handovers

• Improved flow

• Easy to manage

• Enrichment of activities

• Increased quality

• Fewer activities that offer no added value

• Ownership


Photo by Perry Grone on Unsplash

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Beyong Lean it’s about Time

Beyond Lean it’s about Time !

Septembre 2013 – Traduction Française – Rajan Suri et Quick Response Enterprise

Nous sommes fiers de pouvoir mettre à votre disposition la traduction française d’un des articles majeurs sur le Quick Response Manufacturing écrit par Rajan Suri lui même. Vous trouverez ici la version française et la version anglaise.

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It’s about time

Business Case

Cette courte vidéo illustre sur la base d’exemples aux États Unis a quel point le Quick Response Manufacturing (QRM) aide des sociétés  de pays industrialisés à se défendre contre la compétition des pays à bas couts. En tant que praticiens de la Quick Response, nous sommes convaincus que cette stratégie peut être déployée dans d’autres pays comme la France et rendre nos industries plus compétitives.