To evaluate your organization's synchronicity, use the Synchronous Flow Assessment.

Synchronous Flow Manufacturing is sometimes used to define TOC, the Theory of Constraints developed by Elihu Goldratt. However, Henry Ford was the first to describe synchronization as a key method to eliminate waste, saying "If it doesn't add value, it's waste." The Toyota production system is based in part on synchronization of processes to reduce non-value added time. Lean is about the elimination of waste. Synchronous flow manufacturing has as its foundation Lean thinking. The problem is, Lean or any other singular improvement initiative, won't last.

Studies abound reflecting the sobering news that the majority of improvement initiatives undertaken have had either no, or negative, effect on bottom-line performance. As the "ghost of past practices" crept back into the work place, early gains were frequently lost and morale often plummeted. While many (maybe most) Lean and continuous improvement efforts have had very positive initial results, those results were not sustainable.

It's not enough to be Lean, to have synchronous flow manufacturing, to have continuous improvement of processes. The challenge is to sustain the gains. To achieve that, companies have to become Synchronous Flow Organizations.

A Synchronous Flow Organization:
* Incorporates the benefits of Lean thinking, Six Sigma philosophies, Work Force empowerment, and ISO discipline;
* Benefits from having common goals and focuses shared by ALL employees; and
* Leverages those benefits in the market to create a competitive advantage.

A Synchronous Flow Organization thinks horizontally and acts on the time-based flow of orders, materials, information, and finances in a synergistic, consistent, value-added way. It is characterized by shared common goals: to drive out cost; to increase speed-to-market; and to improve the flow of value-added products and/or services. Everyone commits to his/her role in achieving and sustaining success over the long haul.

The Synchronous Flow Organization is structured to support flow. Core processes are synchronized to achieve maximum flow. Leadership connects strategic direction to operational efforts. They provide consistency and clarity to the organization using metrics that compare actual to targets, performance feedback, and auditing.