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Course Outline

Introduction

  • History of Lean: The Toyota Production System
  • Lean Manufacturing vs. Lean Distribution

Lean Distribution Concepts

  • Lean change and distribution
  • Improving distribution operations
  • The framework for Lean Distribution
  • Common distribution challenges
  • Distribution optimization
  • Business process transformation
  • ERP transformation

Lean Distribution Methodology

  • Lean capabilities
  • Customer service policy
  • Buffer strategy
  • Replenishment cycles
  • The pull approach

Preparing for Lean Distribution

  • Planning a Lean transformation
  • Conducting a process inventory
  • Calculating the total cost of fulfillment
  • Defining KPIs based on client requirements
  • Observing transactional details from receipt to delivery
  • Overcoming resistance to change
  • Preparing a pilot project

Questions to Ask

  • The Five Whys
  • Identifying probable causes—moving beyond symptoms to uncover root causes of problems
  • The cause-and-effect diagram

Implementing Lean Distribution

  • Assembling cross-functional teams
  • Measuring and adjusting performance
  • Eliminating waste
  • Just-in-time delivery
  • Minimizing human effort
  • Prioritizing safety and cleanliness

Improving the Flow of Inventory

  • Why improving isolated events is not enough
  • Providing vision and plans to connect improvement activities
  • Value Stream Mapping (VSM)

Lean Tools for the Warehouse

  • Pareto analysis – identifying the most significant problems
  • Cause-and-effect diagram – determining what is causing the problem
  • Stratification – understanding how data is structured
  • Check sheet – tracking frequency of occurrences
  • Histograms – analyzing overall variation
  • Scatter charts – exploring relationships between factors
  • Process control chart – identifying which variations to control and how

Assessing the Results of Lean

  • Lean maturity matrix
  • Tracking performance
  • Benchmarking against other organizations
  • Continuous monitoring and improvement

Developing Lean Leaders

  • Creating a Lean leadership team
  • Establishing a succession system

Complementary Methodologies

  • Agile and Scrum
  • Six Sigma

Closing Remarks

Requirements

  • A commitment to developing people, improving efficiency, and eliminating waste in distribution and supply chain operations.

Target Audience

  • Managers and professionals responsible for implementing Lean principles in distribution, logistics, and supply chain operations
 14 Hours

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