Balancing the Two Dimensions of Time for Time-Based Competition

Abstract

During the past two decades, the notion of time has received considerable attention from business management. Just-In-Time (JIT) and Time-based-Competition (TBC) are perhaps two of the most publicized time-related concepts in operations management. Since time is of human essence, a better understanding of the nature of time helps enhance managerial effectiveness. The JIT concept is not just in time. While it is important to produce products at the right time, issues such as quality management, waste elimination, work improvement, maintenance, procurement, etc. are fundamental to the successful implementation of JIT and therefore have occupied most of the JIT literature. On the other hand, TBC supposedly should extend the JIT principles to every facet of the product delivery cycle, from research and development to manufacturing and procurement and on through to marketing and distribution (Moody, 1990; Koufteros et al., 1998). Unfortunately, the TBC literature (e.g., Blackburn, 1991; Bozarth and Chapman, 1994; Carter et al., 1995; Melnyk and Handfield, 1994; Stalk, 1988; Stalk and Hout, 1990; Yeomans et al., 1994) has narrowly centered around the idea of lead time reduction. For example, design lead time should be reduced so as to gain competitive by fast introduction of new products. Also, delivery lead time should be slashed so as to win customers by rapid response to their demands. The focus on lead-time reduction in TBC literature has not fully captured the essence of time. There are two dimensions of time: Succession and Intention. Issues in lead-time reduction mainly deal with the measurement of time and therefore belong to the dimension of succession. While it is important to reduce lead times, it is equally (if not more) important to address the intentional dimension of time. After all, a strong winning desire and an unyielding fighting spirit are what it takes to compete successfully. A successful TBC requires a balanced view which incorporates both dimensions of time. In this article, I present a framework which integrates not only the two dimensions of time but also time and space. The integrated framework will help managers see things in a balanced perspective. Based on the framework, I also develop a systematic procedure to facilitate the implementation of TBC. Both the experiential and locational dimensions of time and space associated with the significant factors in the company's internal and external environments are identified. Subsets of their combinations and interactions are selected to generate the so-called realized places. This procedure provides managers with a practical guideline to carry out TBC. The remainder of this article is organized as follows: Section 1 briefly reviews the important ideas of TBC; Section 2 discusses the two dimensions of time - Succession and Intention; Section 3 explores the TBC implications of the two dimensions; Section 4 presents a framework which incorporates the two dimensions of time (as well as time and space) for effective TBC; and finally, Section 5 summarizes the study and suggests several directions for future research and practice. 1. Time-based Competition Since the late eighties, time has been recognized as a powerful competitive weapon. As Stalk pointed out, Today, time is on the cutting edge. The ways leading companies manage time - in production, in new product development and introduction, in sales and distribution - represent the most powerful new source of competitive advantage (1988: 41). He contended that, as a strategic weapon, time is the equivalent of money, productivity, quality, even innovation. Exactly what is Time-based Competition? Basically, with a TBC strategy, firms try to gain competitive by getting their product to market faster through all the phases of design, production and distribution (Dornier et al., 1998). Bozarth and Chapman (1994) defined TBC as a set of tactics which focus on shrinking the time required for businesses to complete key activities. …

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