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Course Outline
Introduction
- The History of Lean: The Toyota Production System
- Differences Between Lean Manufacturing and Lean Distribution
Core Concepts of Lean Distribution
- Lean transformation and distribution
- Enhancing distribution operations
- The framework for Lean Distribution
- Common distribution challenges
- Optimizing distribution processes
- Transforming business processes
- Transforming ERP systems
Lean Distribution Methodology
- Developing Lean capabilities
- Establishing customer service policies
- Implementing buffer strategies
- Managing replenishment cycles
- Adopting the pull approach
Preparation for Lean Distribution
- Planning the Lean transformation
- Auditing the current process
- Calculating the total cost of fulfillment
- Defining KPIs based on client requirements
- Analyzing transaction-level details from receipt to delivery
- Addressing and overcoming resistance
- Setting up a pilot project
Key Questions to Ask
- Utilizing the Five Whys
- Identifying root causes—going beyond symptoms to uncover the source of problems
- Using cause and effect diagrams
Implementing Lean Distribution
- Forming implementation teams
- Measuring performance and making adjustments
- Eliminating waste
- Executing Just-in-Time delivery
- Minimizing unnecessary human effort
- Prioritizing safety and cleanliness
Improving Inventory Flow
- Why improvement events alone are insufficient
- Providing vision and plans to link improvement activities
- Value Stream Mapping (VSM)
Lean Tools for the Warehouse
- Pareto analysis – identifying the major issues
- Cause and effect diagram – determining what is causing the problem
- Stratification – understanding how the data is composed
- Check sheet – assessing the frequency of occurrence
- Histograms – analyzing overall variation
- Scatter charts – exploring relationships between factors
- Process control charts – determining which variations to control and how
Evaluating Lean Results
- Using the Lean maturity matrix
- Tracking performance metrics
- Conducting benchmarking against competitors
- Engaging in continuous monitoring and improvement
Developing Lean Leaders
- Establishing a Lean leadership team
- Creating a succession system
Complementary Methodologies
- Agile and Scrum
- Six Sigma
Closing Remarks
Requirements
- A strong motivation to develop personnel, enhance efficiency, and eliminate waste in distribution and supply chain operations.
Target Audience
- Managers and professionals tasked with implementing Lean principles in distribution, logistics, and supply chain operations.
14 Hours
Testimonials (2)
Learning the basic meaning of lean and what steps are used to become lean.
Taggart Desmet - Orica Canada
Course - Lean Distribution: Implementing Lean in Distribution, Logistics, and Supply Chain Operations
I liked the small group setting