Lean Supply Chain and Logistics Management, page 25
relationships, 179
solutions for breaking, 181–182
structure, 177–179
technology, 179–181
Batch size reduction:
benefits of, 58
production and, 138
quick changeover and, 57–62
SMED, 59
Before pictures, 50
Behavioral modeling, 167
Behavioral waste, 25
Bjorklund, Jakob, 137–138
Bottlenecks, 66, 125
BPR. See Business process reengineering
Bradley, Peter, 87–88, 93
Budgeted forecasts, 29–30
Bullwhip effect, 6, 6f, 138, 151
Business forecasting problems, 139
Business process reengineering (BPR), 116–117
“C” suite executives, 181
Carrying costs. See Holding costs
Case studies:
automotive Lean supply chain, 196–197
Cessna E-procurement project, 198–200
deliver, 210–234
Goodyear’s Automated Warehouse puts customers on top, 214–216
Heinz gets to one number forecasting, 193–195
Lean kitting, 201–209
Lean logistics in Gorton’s, 217–220
Lean-Six Sigma duo for office, 188–192
Lean supply chain reduces fat, in Fujitsu Services, 210–213
make, 201–209
McKesson moves medicine, 226–228
Norfolk Southern, on transportation cost, 229–234
organized office, 187
plan, 187–195
return, 235–236
reverse engineering, 235–236
as training method, 167
Warehousing gets Lean, 221–225
Cash-to-cash cycle, 112
Cause-and-effect diagrams, 72
Central stockroom, 202
Certification programs, 169
Cessna E-procurement project:
benefits from, 200
case study, 198–200
challenges of, 199
initiative of, 198–199
solutions to, 199
value proposition by, 199
Changeover, 115
quick, 57–62, 61f, 240
Chase strategy, 110
Check sheets, 72
Chief supply chain officer (CSCO), 177
Ciepichal, Tom, 221–223, 225
Cleaning, 52–53
Cloud-based supply chain solutions, 181
Co-located managers, 181–182
Collaboration:
real-time, 155
workshops, 181
Collaborative planning, forecasting, and replenishment (CPFR), 149
benefits of, 153, 155
defined, 153
Collaborative strategy meetings, 18
Communication:
customer, 246
internal, 115, 237
poor, 30
Competing, through quality, 177
Configure to order (CTO), 138
Consultants, 168
Consumer preferences, 151–152
Continuous improvement, 239
Control chart, 73
Control metrics, 163–164
Cost:
calculation of savings, 101
eliminating, 178
holding, 20
leadership, 8
management, 96
as measurement of supply chain, 160
reduction implementation form, 131, 131f
transactional, 137
transportation, case study, 229–234
Council of Supply Chain Management Professionals (CSCMP), 4
Countermeasures, 69–70
CPFR. See Collaborative planning, forecasting, and replenishment
Craig, Tom, 97–100, 103–104
Critical thinking, 167
Cross docking:
advantages of, 85
in DC, 37
in JIT, 84–85
by Walmart, 80
Cross-functional teams, 181–182
Cross-training, 191
CSCMP. See Council of Supply Chain Management Professionals
CSCO. See Chief supply chain officer
CTO. See Configure to order
Current state assessment, 171
Current state value stream map, 120, 121f, 122–123
Customer service, 5
communication, 116
level, 123, 125
Customers:
communication, 246
consumer preferences, 151–152
of Goodyear, 214–216
in pull system, 88
relationships to, 179
representative, 120
requirements for, 120
Customization. See Mass customization
Cycle-counting process, 132
Cycle time:
of orders, 88
processing time compared to, 16–18, 16f
DA. See Data analytics
Daifuku America, 222–223, 225
Dashboards:
application areas of scorecard, 163–164
control metrics, and, 163–164
indicators, 163
Data:
entry, 132
management, 138
sales, 30
shipment, 30
warehouses, 139
Data analytics (DA), 182–183
Data collection:
for creating VSM, 120, 122–123
sheet, 122, 123f
as training handout type, 171
DC. See Distribution center
Defect wastes, 24–25
in kitting, 208
Delay, of orders, 88–89
Deliver:
case studies, 210–234
as management process, 5, 36–38
Delivery performance, 159
time, 178
Delivery reliability, 159
Dell Computers, 13–14
as example of JIT, 81–83
Demand, 140
chain, 150
management, 155
planning, 110
predicting, 110
seasonal, 140
Demand forecasting:
as communication tool, 137
as Lean technology, 138–140
Demand pull, 12, 13, 149
based ERP, 138
DRP and, 140, 142
Diagnostic indicators, 163
Differentiation, 8
Disposition list, 50, 51f
Distribution:
facilities management, 5
logistics and, 87
Distribution center (DC), 68, 85, 178
cross docking in, 37
inventory in, 122
Distribution requirement planning (DRP), 34, 35f, 36
demand pull and, 140, 142
inventory relating to, 140–142
as Lean technology, 140–142
screen and description, 141f
DMAIC model, 75, 189
Dock-to-dock time, 18
Documents, 148
DRP. See Distribution requirement planning
Dynamic routing, 102
E-commerce, 87
benefits of, 149
driven by EDI, 149
small- to medium-sized enterprises, 150
Economic Order Quantity (EOQ), 63
Economies of scale, 12
ECR. See Efficient consumer response
EDI. See Electronic data interchange
Education and training. See also Training:
measuring success, 172–173
tools and tips, 170–172
training methods, 165–170
Efficient consumer response (ECR), 149
benefits of, 150
QR compared to, 152–153
Eight wastes:
behavioral, 25
defect, 24–25, 208
inventory, 20–21, 208
motion, 22, 208
overprocessing, 24
overproduction, 23–24
transportation, 21–22, 208
waiting, 23, 208
80/20 rule, 21, 28, 72, 178
Electronic data interchange (EDI), 1, 12, 91
web-based, 148–149
Employee empowerment, 12, 108
Employees:
as leaders, 168–169
tools and tips for, 170–172
training methods for, 165–170
in value stream, 120
Engineer to order (ETO), 138
Engineering, 116
LOA, 245
reverse, case study, 235–236
Enterprise resource planning (ERP), 1, 13
demand-pull based, 138
functions of, 137
JIT relating to, 137
kitting by, 202–203
as Lean technology, 137–138
Enterprises:
Lean, 3
small- to medium-sized, 150
EOQ. See Economic Order Quantity
ERP. See Enterprise resource planning
Error-free rate, 159
Error reduction, 143, 149
ETO. See Engineer to order
Executive group training, 171
Executive steering committees, 181–182
Fill rate, 159
Finance and metrics, 162
Financial supply chain management, 103
Finished goods, 20
Five whys, 72
5S:
area map, 49
audit, 50
as organization and standardization, 48–55
before pictures, 50
set in order, 52
shine, 52–53
sort out, 50–51
standardize, 53–54
sustain, 54–55
VSM and, 89
Flanders, R. E., 65
Flexibility, 155
design, 191–192
to improve structure, 178
LOA, 238
as measurement of supply chain, 160
traits, 156
Flowchart, 116
Forecasting, 27–28
accuracy, 112
accuracy targets, 28
collaborative, 111
demand, 137, 138–140
by Heinz, 194–195
problems, 138
screen, 28, 29f
wastes in, 29–30
Forecasts:
adjusting, 30
budgeted, 29–30
Forger, Gary, 92
Forms and handouts, 171
Fourth-party logistics (4PL), 104, 178
Fujitsu Services:
approach by, 213
case study, 210–213
customer benefits, 212–213
customer challenge by, 210
expertise of, 213
solution by, 210–212
Fulfillment, 155
accurate order, 159
Functional responsibilities:
deliver, 5, 36–38
make, 5, 33–36
plan, 5, 27–30
return, 5, 38–39
source, 5, 31–32
Future, of Lean, 184–185
barriers to supply chain integration, 176–182
DA, 182–184
in Goodyear, 216
lessons learned, 175–176
trends in Lean supply chain, 182
“The Future of Forecasting Software” (SAScom Magazine), 138–140
Future state value stream map, 123, 124f, 125
international logistics, 99–100, 100f
Games:
Lean Jeopardy, 172
simulation, 166, 171
training, 171
Gantt charts, 11
General workforce, 169–170
Global supply chain and logistics:
addressing waste in, 103–104
areas to reduce waste in, 100–101
ASN in, 102
automation in, 101
dynamic routing in, 102
financial supply chain management in, 103
increasing importance of, 95–96
international logistics current state value stream map, 97–98, 98f
international logistics future state value stream map, 99–100, 100f
keys to excellence in, 101–103
Lean manufacturing in, 96
mass customization in, 96
planning and execution flow in, 103
SCM in, 96
total delivered cost management in, 101
total product identification in, 102
variability management in, 102
visibility in, 101–102
VSM and waste in, 96–100
Goodyear:
case study, Automated Warehouse puts customers on top, 214–216
concept of, 215–216
future of, 216
Gorton’s, 217–220
Grants, 169–170
Gross profit margin, 112
Group-building training method, 167
Handouts and forms, 171
Hands-on training method, 166
Harriman Safety Award, 234
Heinz:
case study, 193–195
forecast accuracy by, 194–195
switch to bottom up, 194
Histograms, 73
History, manufacturing, 11–13, 12f
Holding costs, 20
House of Lean, 41, 42f
IFS software white paper, 137–138
Imitative products, 7
Implementation plan, 126, 127f, 128
Incremental change, 116–117
Indicators, 163
Information management, 5
Innovative products, 7–8
Input quality, 190
Integrated quality management system, 137
Internal communication, 115
LOA, 237
International logistics:
current state value stream map, 97–98, 98f
future state value stream map, 99–100, 100f
“International Logistics” (Craig), 103–104
Inventory:
accuracy of, 143
control, through S&OP, 109
in DC, 122
DRP relating to, 140–142
dwell time, 122
excess, 145
flow scheduling and control, 5
JIT, 83
kinds of, 20
on-hand levels of, 140
in SCM, 97
variability and, 20–21, 21f
VMI, 63–64, 126, 154, 154f, 155
in warehouse, 122
Inventory waste, 20–21
in kitting, 208
JIT. See Just in Time
Job cycle chart, 54, 54f
Job enlargement, 66
Just in Time (JIT), 12–13
areas of focus for, 77–78
cross docking in, 84–85
Dell as example of, 81–83
ERP relating to, 137
integration of resources for, 79–80
inventory, 83
network design for, 79
SCM relating to, 77
stages of, 79
in supply chain and logistics, 77–85
visibility and reliability in, 83–84
Walmart as example of, 80–81
Kaizen:
agenda, 107
board, 133
bursts, 122, 122f
cost reduction implementation form, 131, 131f
event management, 132–133
events, 131–133, 192
first workshop for, 190
for Lean Six Sigma, 189–190
at Norfolk Southern, 230–234
second workshop for, 190
validation, 190
Kanban, 12–13, 47, 47f
card, 63
in pull system, 62–64, 62f, 64f, 90
Key management team, 168–169
Key performance indicators (KPIs), 163
Key success factors (KSF):
Lean structure, 106–107
Lean training, 105–106
management support, 106
Kitting, 90
in assembly line, 206
benefits of, 201–202
case study, 201–209
from central stockroom, 202
defect waste in, 208
by ERP, 202–203
extra processing steps for, 207
goals, 205
improvement of, 205, 206–207
introduction to, 201–204
inventory waste in, 208
motion waste in, 208
outsourced, 203–204
overview of, 201
as possible waste, 204
problems of, 202–204
process improvements, 208–209
production control relating to, 202
supermarket-based, 203
supplier controlled, 203
transportation, 208
waiting waste in, 208
KMart, 152
KPIs. See Key performance indicators
KSF. See Key success factors
Labor, 143
minimizing, 90
specialization, 11
Lagging indicators, 163
Language barriers, 171
Layout, 48
LCL. See Lower control limits
Leader selection, 168–169
Leading indicators, 163
Lean:
certification, 169
champion, 106, 128
coordinators, 107, 128
definition of, 1–2
enterprise, 3
evolution of, 11–13
failure, 2
House of, 41, 42f
implementing, 2–3
keys to success, 105–113
office, 14
S&OP and, 111–113
starting, 115–133
structure, 106–107, 128
supply chain analytics and, 183–184
teams, 128–130
teamwork and, 107–108, 128
technology and, 135–145
training, 105–106, 128–129
Lean Jeopardy, 172
Lean logistics, 49
case study, on Gorton’s, 217–220
Lean manufacturing, 3
in global supply chain and logistics, 96
Lean opportunities:
deliver, 36–38
make, 33–36
plan, 27–30
in procurement, 32
return, 38–39
source, 31–32
in supply chain and logistics, 27–39
Lean opportunity assessment (LOA), 3
areas evaluated by, 115–116
balanced flow, 242
continuous improvement, 239
customer communication, 246
engineering, 245
internal communication, 237
mistake proofing, 240
operator flexibility, 238
performance measurement, 245
pull system, 244
quality- inbound, outbound, and administrative, 241
quick changeover/setup reduction, 240
standardized work, 244
supply chain, 241
total productive maintenance, 243
visual systems and workplace organization, 238
Lean opportunity summary and graph, 247, 248f
Lean Six Sigma, 15–16
case study, duo for office, 188–192
certification programs for, 169
DMAIC model for, 75
solutions for breaking, 181–182
structure, 177–179
technology, 179–181
Batch size reduction:
benefits of, 58
production and, 138
quick changeover and, 57–62
SMED, 59
Before pictures, 50
Behavioral modeling, 167
Behavioral waste, 25
Bjorklund, Jakob, 137–138
Bottlenecks, 66, 125
BPR. See Business process reengineering
Bradley, Peter, 87–88, 93
Budgeted forecasts, 29–30
Bullwhip effect, 6, 6f, 138, 151
Business forecasting problems, 139
Business process reengineering (BPR), 116–117
“C” suite executives, 181
Carrying costs. See Holding costs
Case studies:
automotive Lean supply chain, 196–197
Cessna E-procurement project, 198–200
deliver, 210–234
Goodyear’s Automated Warehouse puts customers on top, 214–216
Heinz gets to one number forecasting, 193–195
Lean kitting, 201–209
Lean logistics in Gorton’s, 217–220
Lean-Six Sigma duo for office, 188–192
Lean supply chain reduces fat, in Fujitsu Services, 210–213
make, 201–209
McKesson moves medicine, 226–228
Norfolk Southern, on transportation cost, 229–234
organized office, 187
plan, 187–195
return, 235–236
reverse engineering, 235–236
as training method, 167
Warehousing gets Lean, 221–225
Cash-to-cash cycle, 112
Cause-and-effect diagrams, 72
Central stockroom, 202
Certification programs, 169
Cessna E-procurement project:
benefits from, 200
case study, 198–200
challenges of, 199
initiative of, 198–199
solutions to, 199
value proposition by, 199
Changeover, 115
quick, 57–62, 61f, 240
Chase strategy, 110
Check sheets, 72
Chief supply chain officer (CSCO), 177
Ciepichal, Tom, 221–223, 225
Cleaning, 52–53
Cloud-based supply chain solutions, 181
Co-located managers, 181–182
Collaboration:
real-time, 155
workshops, 181
Collaborative planning, forecasting, and replenishment (CPFR), 149
benefits of, 153, 155
defined, 153
Collaborative strategy meetings, 18
Communication:
customer, 246
internal, 115, 237
poor, 30
Competing, through quality, 177
Configure to order (CTO), 138
Consultants, 168
Consumer preferences, 151–152
Continuous improvement, 239
Control chart, 73
Control metrics, 163–164
Cost:
calculation of savings, 101
eliminating, 178
holding, 20
leadership, 8
management, 96
as measurement of supply chain, 160
reduction implementation form, 131, 131f
transactional, 137
transportation, case study, 229–234
Council of Supply Chain Management Professionals (CSCMP), 4
Countermeasures, 69–70
CPFR. See Collaborative planning, forecasting, and replenishment
Craig, Tom, 97–100, 103–104
Critical thinking, 167
Cross docking:
advantages of, 85
in DC, 37
in JIT, 84–85
by Walmart, 80
Cross-functional teams, 181–182
Cross-training, 191
CSCMP. See Council of Supply Chain Management Professionals
CSCO. See Chief supply chain officer
CTO. See Configure to order
Current state assessment, 171
Current state value stream map, 120, 121f, 122–123
Customer service, 5
communication, 116
level, 123, 125
Customers:
communication, 246
consumer preferences, 151–152
of Goodyear, 214–216
in pull system, 88
relationships to, 179
representative, 120
requirements for, 120
Customization. See Mass customization
Cycle-counting process, 132
Cycle time:
of orders, 88
processing time compared to, 16–18, 16f
DA. See Data analytics
Daifuku America, 222–223, 225
Dashboards:
application areas of scorecard, 163–164
control metrics, and, 163–164
indicators, 163
Data:
entry, 132
management, 138
sales, 30
shipment, 30
warehouses, 139
Data analytics (DA), 182–183
Data collection:
for creating VSM, 120, 122–123
sheet, 122, 123f
as training handout type, 171
DC. See Distribution center
Defect wastes, 24–25
in kitting, 208
Delay, of orders, 88–89
Deliver:
case studies, 210–234
as management process, 5, 36–38
Delivery performance, 159
time, 178
Delivery reliability, 159
Dell Computers, 13–14
as example of JIT, 81–83
Demand, 140
chain, 150
management, 155
planning, 110
predicting, 110
seasonal, 140
Demand forecasting:
as communication tool, 137
as Lean technology, 138–140
Demand pull, 12, 13, 149
based ERP, 138
DRP and, 140, 142
Diagnostic indicators, 163
Differentiation, 8
Disposition list, 50, 51f
Distribution:
facilities management, 5
logistics and, 87
Distribution center (DC), 68, 85, 178
cross docking in, 37
inventory in, 122
Distribution requirement planning (DRP), 34, 35f, 36
demand pull and, 140, 142
inventory relating to, 140–142
as Lean technology, 140–142
screen and description, 141f
DMAIC model, 75, 189
Dock-to-dock time, 18
Documents, 148
DRP. See Distribution requirement planning
Dynamic routing, 102
E-commerce, 87
benefits of, 149
driven by EDI, 149
small- to medium-sized enterprises, 150
Economic Order Quantity (EOQ), 63
Economies of scale, 12
ECR. See Efficient consumer response
EDI. See Electronic data interchange
Education and training. See also Training:
measuring success, 172–173
tools and tips, 170–172
training methods, 165–170
Efficient consumer response (ECR), 149
benefits of, 150
QR compared to, 152–153
Eight wastes:
behavioral, 25
defect, 24–25, 208
inventory, 20–21, 208
motion, 22, 208
overprocessing, 24
overproduction, 23–24
transportation, 21–22, 208
waiting, 23, 208
80/20 rule, 21, 28, 72, 178
Electronic data interchange (EDI), 1, 12, 91
web-based, 148–149
Employee empowerment, 12, 108
Employees:
as leaders, 168–169
tools and tips for, 170–172
training methods for, 165–170
in value stream, 120
Engineer to order (ETO), 138
Engineering, 116
LOA, 245
reverse, case study, 235–236
Enterprise resource planning (ERP), 1, 13
demand-pull based, 138
functions of, 137
JIT relating to, 137
kitting by, 202–203
as Lean technology, 137–138
Enterprises:
Lean, 3
small- to medium-sized, 150
EOQ. See Economic Order Quantity
ERP. See Enterprise resource planning
Error-free rate, 159
Error reduction, 143, 149
ETO. See Engineer to order
Executive group training, 171
Executive steering committees, 181–182
Fill rate, 159
Finance and metrics, 162
Financial supply chain management, 103
Finished goods, 20
Five whys, 72
5S:
area map, 49
audit, 50
as organization and standardization, 48–55
before pictures, 50
set in order, 52
shine, 52–53
sort out, 50–51
standardize, 53–54
sustain, 54–55
VSM and, 89
Flanders, R. E., 65
Flexibility, 155
design, 191–192
to improve structure, 178
LOA, 238
as measurement of supply chain, 160
traits, 156
Flowchart, 116
Forecasting, 27–28
accuracy, 112
accuracy targets, 28
collaborative, 111
demand, 137, 138–140
by Heinz, 194–195
problems, 138
screen, 28, 29f
wastes in, 29–30
Forecasts:
adjusting, 30
budgeted, 29–30
Forger, Gary, 92
Forms and handouts, 171
Fourth-party logistics (4PL), 104, 178
Fujitsu Services:
approach by, 213
case study, 210–213
customer benefits, 212–213
customer challenge by, 210
expertise of, 213
solution by, 210–212
Fulfillment, 155
accurate order, 159
Functional responsibilities:
deliver, 5, 36–38
make, 5, 33–36
plan, 5, 27–30
return, 5, 38–39
source, 5, 31–32
Future, of Lean, 184–185
barriers to supply chain integration, 176–182
DA, 182–184
in Goodyear, 216
lessons learned, 175–176
trends in Lean supply chain, 182
“The Future of Forecasting Software” (SAScom Magazine), 138–140
Future state value stream map, 123, 124f, 125
international logistics, 99–100, 100f
Games:
Lean Jeopardy, 172
simulation, 166, 171
training, 171
Gantt charts, 11
General workforce, 169–170
Global supply chain and logistics:
addressing waste in, 103–104
areas to reduce waste in, 100–101
ASN in, 102
automation in, 101
dynamic routing in, 102
financial supply chain management in, 103
increasing importance of, 95–96
international logistics current state value stream map, 97–98, 98f
international logistics future state value stream map, 99–100, 100f
keys to excellence in, 101–103
Lean manufacturing in, 96
mass customization in, 96
planning and execution flow in, 103
SCM in, 96
total delivered cost management in, 101
total product identification in, 102
variability management in, 102
visibility in, 101–102
VSM and waste in, 96–100
Goodyear:
case study, Automated Warehouse puts customers on top, 214–216
concept of, 215–216
future of, 216
Gorton’s, 217–220
Grants, 169–170
Gross profit margin, 112
Group-building training method, 167
Handouts and forms, 171
Hands-on training method, 166
Harriman Safety Award, 234
Heinz:
case study, 193–195
forecast accuracy by, 194–195
switch to bottom up, 194
Histograms, 73
History, manufacturing, 11–13, 12f
Holding costs, 20
House of Lean, 41, 42f
IFS software white paper, 137–138
Imitative products, 7
Implementation plan, 126, 127f, 128
Incremental change, 116–117
Indicators, 163
Information management, 5
Innovative products, 7–8
Input quality, 190
Integrated quality management system, 137
Internal communication, 115
LOA, 237
International logistics:
current state value stream map, 97–98, 98f
future state value stream map, 99–100, 100f
“International Logistics” (Craig), 103–104
Inventory:
accuracy of, 143
control, through S&OP, 109
in DC, 122
DRP relating to, 140–142
dwell time, 122
excess, 145
flow scheduling and control, 5
JIT, 83
kinds of, 20
on-hand levels of, 140
in SCM, 97
variability and, 20–21, 21f
VMI, 63–64, 126, 154, 154f, 155
in warehouse, 122
Inventory waste, 20–21
in kitting, 208
JIT. See Just in Time
Job cycle chart, 54, 54f
Job enlargement, 66
Just in Time (JIT), 12–13
areas of focus for, 77–78
cross docking in, 84–85
Dell as example of, 81–83
ERP relating to, 137
integration of resources for, 79–80
inventory, 83
network design for, 79
SCM relating to, 77
stages of, 79
in supply chain and logistics, 77–85
visibility and reliability in, 83–84
Walmart as example of, 80–81
Kaizen:
agenda, 107
board, 133
bursts, 122, 122f
cost reduction implementation form, 131, 131f
event management, 132–133
events, 131–133, 192
first workshop for, 190
for Lean Six Sigma, 189–190
at Norfolk Southern, 230–234
second workshop for, 190
validation, 190
Kanban, 12–13, 47, 47f
card, 63
in pull system, 62–64, 62f, 64f, 90
Key management team, 168–169
Key performance indicators (KPIs), 163
Key success factors (KSF):
Lean structure, 106–107
Lean training, 105–106
management support, 106
Kitting, 90
in assembly line, 206
benefits of, 201–202
case study, 201–209
from central stockroom, 202
defect waste in, 208
by ERP, 202–203
extra processing steps for, 207
goals, 205
improvement of, 205, 206–207
introduction to, 201–204
inventory waste in, 208
motion waste in, 208
outsourced, 203–204
overview of, 201
as possible waste, 204
problems of, 202–204
process improvements, 208–209
production control relating to, 202
supermarket-based, 203
supplier controlled, 203
transportation, 208
waiting waste in, 208
KMart, 152
KPIs. See Key performance indicators
KSF. See Key success factors
Labor, 143
minimizing, 90
specialization, 11
Lagging indicators, 163
Language barriers, 171
Layout, 48
LCL. See Lower control limits
Leader selection, 168–169
Leading indicators, 163
Lean:
certification, 169
champion, 106, 128
coordinators, 107, 128
definition of, 1–2
enterprise, 3
evolution of, 11–13
failure, 2
House of, 41, 42f
implementing, 2–3
keys to success, 105–113
office, 14
S&OP and, 111–113
starting, 115–133
structure, 106–107, 128
supply chain analytics and, 183–184
teams, 128–130
teamwork and, 107–108, 128
technology and, 135–145
training, 105–106, 128–129
Lean Jeopardy, 172
Lean logistics, 49
case study, on Gorton’s, 217–220
Lean manufacturing, 3
in global supply chain and logistics, 96
Lean opportunities:
deliver, 36–38
make, 33–36
plan, 27–30
in procurement, 32
return, 38–39
source, 31–32
in supply chain and logistics, 27–39
Lean opportunity assessment (LOA), 3
areas evaluated by, 115–116
balanced flow, 242
continuous improvement, 239
customer communication, 246
engineering, 245
internal communication, 237
mistake proofing, 240
operator flexibility, 238
performance measurement, 245
pull system, 244
quality- inbound, outbound, and administrative, 241
quick changeover/setup reduction, 240
standardized work, 244
supply chain, 241
total productive maintenance, 243
visual systems and workplace organization, 238
Lean opportunity summary and graph, 247, 248f
Lean Six Sigma, 15–16
case study, duo for office, 188–192
certification programs for, 169
DMAIC model for, 75
