{"id":799,"date":"2023-10-12T22:04:54","date_gmt":"2023-10-12T22:04:54","guid":{"rendered":"https:\/\/keypractices.viagointernational.com\/?page_id=799"},"modified":"2023-11-26T21:08:04","modified_gmt":"2023-11-26T21:08:04","slug":"visibility-of-trending-risk","status":"publish","type":"page","link":"https:\/\/keypractices.viagointernational.com\/?page_id=799","title":{"rendered":"Visibility of Trending Risk"},"content":{"rendered":"\n

You are in the right place if an increase in output would help, but you need to control costs<\/strong><\/p>\n\n\n\n

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  1. Often, our perception of the truth turns out not to be true; we have to make too many assumptions about what jobs are where<\/li>\n\n\n\n
  2. We experience flow problems which, in hindsight, we caused by reacting too early or too late<\/li>\n\n\n\n
  3. It is nearly impossible to delegate the responses we make to others and have them act in an informed manner<\/li>\n\n\n\n
  4. When a spike of demand is introduced to the system, it often completes late and compromises the lead time of other jobs<\/li>\n\n\n\n
  5. Spikes of demand in the forward orders seriously overloads the constraint for short periods of time, queues build at the non-constraints, and expediting increases<\/li>\n\n\n\n
  6. Too often, flow obstacles and risks are invisible to managers until a problem manifests<\/li>\n\n\n\n
  7. Periodically, we have to tell sales to stop selling so that operations can catch up<\/li>\n<\/ol>\n\n\n\n

    With Visibility of Trending Risk, you will<\/strong>:<\/p>\n\n\n\n