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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

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