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Course Outline

Introduction

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

Core Concepts of Lean Distribution

  • Managing Lean change in distribution
  • Enhancing distribution operations
  • Establishing a framework for Lean Distribution
  • Addressing distribution challenges
  • Optimizing distribution processes
  • Transforming business processes
  • ERP system transformation

Lean Distribution Methodology

  • Developing Lean capabilities
  • Customer service policies
  • Buffer strategies
  • Replenishment cycles
  • Implementing a pull-based 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 transaction-level details from receipt to delivery
  • Overcoming organizational resistance
  • Preparing a pilot project

Key Diagnostic Questions

  • The Five Whys technique
  • Identifying probable causes—moving beyond symptoms to uncover root problems
  • Utilizing cause and effect diagrams

Implementing Lean Distribution

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

Improving Inventory Flow

  • The limitations of improving isolated events
  • Providing vision and plans to connect improvement activities
  • Value Stream Mapping (VSM)

Lean Tools for Warehousing

  • Pareto analysis – Identifying the most significant problems
  • Cause and effect diagrams – Determining the root causes of issues
  • Stratification – Understanding data composition
  • Check sheets – Tracking the frequency of occurrences
  • Histograms – Analyzing overall variation
  • Scatter charts – Exploring relationships between factors
  • Process control charts – Managing specific variations

Evaluating Lean Results

  • The Lean maturity matrix
  • Performance tracking
  • Benchmarking against industry peers
  • Continuous monitoring and improvement

Cultivating Lean Leadership

  • Building a Lean leadership team
  • Establishing a succession system

Complementary Methodologies

  • Agile and Scrum
  • Six Sigma

Closing Remarks

Requirements

  • A commitment to developing talent, enhancing efficiency, and eliminating waste within distribution and supply chain operations.

Audience

  • Managers and professionals tasked with implementing Lean principles in distribution, logistics, and supply chain management
 14 Hours

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