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Course Outline

Introduction

  • History of Lean: The Toyota Production System
  • Lean Manufacturing versus Lean Distribution

Core Concepts of Lean Distribution

  • Lean change and distribution dynamics
  • Enhancing distribution operations
  • The framework for Lean Distribution
  • Common distribution challenges
  • Optimizing distribution processes
  • Business process transformation
  • ERP transformation

Methodology for Lean Distribution

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

Preparing for Lean Distribution

  • Planning a Lean transformation
  • Audit and inventory of current processes
  • Calculating the total cost of fulfillment
  • Defining KPIs aligned with client needs
  • Observing transactional-level details from receipt to delivery
  • Addressing and overcoming resistance
  • Preparing a pilot project

Guiding Questions

  • The Five Whys technique
  • Identifying probable causes—looking beyond symptoms to uncover root problems
  • The cause and effect diagram

Implementing Lean Distribution

  • Assembling the implementation teams
  • Measuring and adjusting processes
  • Eliminating waste
  • Just-in-time delivery
  • Minimizing human effort
  • Prioritizing safety and cleanliness

Enhancing 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 problems
  • Cause and effect diagram – Understanding what is causing the problem
  • Stratification – Analyzing how data is composed
  • Check sheet – Determining frequency of occurrence
  • Histograms – Assessing overall variation
  • Scatter charts – Exploring relationships between factors
  • Process control chart – Determining which variations to control and how

Evaluating Lean Outcomes

  • Lean maturity matrix
  • Tracking performance metrics
  • Benchmarking against other companies
  • 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 desire 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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