Supply Chain Mgmt
Warehouse & Logistics
Fraud & Risk Mgmt
Account Principles & Practices
Essentials Of Lean Logistics Management
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- Private Class Price is Per Day not Per Pax
- Send 1 or 20 pax for the same price
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Upon completion of this program, participants will be able to:
- Explaining the principles and perception of lean logistics operations
- Familiarizing the conceptual of the lean waste and one piece flow
- Learning the application of lean thinking to business processes
- Identifying the role of lean practices in a firm
The principles of lean logistical operations could be defined in eliminating wastes out of a firm's supply chains. Responding from the constraints of materials shortages and the lack of resources, this principle spread from the shop floor to all manufacturing areas. Gradually to new product development and supply chain management.
The lean perception is a cyclical route to seeking perfection by eliminating waste and thereby enriching value from the customer perspective. Is a recognition, the end customer should not pay for the cost, time and quality penalties of wasteful processes in the firm's network from source to supply.
This program is suitable for all Executives and Managers assuming the roles and responsibilities of logistics strategy, logistics operations, logistics measurement. Beneficial to all personnel from finance, marketing, planning and supply chain management.
Level for Executives and above
A seminar based workshop with power-point presentation, course notes and case appreciation. Group assignment and interaction to reinforce learning points.
- Specifying Value From The Customer Perspective And The Methods Of Value Appropriation, Value Creation And Value Delivery
- Identifying The Value Stream In Respect Of The Sequences Of Processes Along The Supply Network And The Concept Of Time Based Mapping
- Applying The Pyramid Of Key Factors In Making Value Flow Capturing The Status Of Minimum Delay And Defects. The Important Elements Of Simplicity And Visibility In The Foundation Level
- Executing The Pull Scheduling From The Customer’s Domain. The Importance Of Demand Information And The Critical Issues Of Customer Orders Over Customer Forecasts
- The Waste Of Over-Production, Waste Of Waiting, Waste Of Transporting, Waste Of Inappropriate Processing, Waste Of Un-Necessary Inventory, Waste Of Un-Necessary Motions And Waste Of Defects
- Examining The Firm’s Process, Quantifying Waste, Identifying Root Causes And Implementing Solutions
- The Order Replenishment Cycle Focusing On Goods Sold Within Rapid Replenishment Lead Times. The Concept Of Vendor-Managed Inventory And Quick-Response Logistics
- The Order to Production Cycle Focusing The Series Of Steps In The Make To Order Process. The Concept Of Responding To An Order, Organizing And Undertaking Production
- Small Batch Production In Meeting The Wants Of End Customer Within The Expected Lead Time Of Demand. The Reduction Of Total Costs Across The Supply Chain And Removing The Waste Of Over-Production
- Rapid Changeover Identifying Quantities Of The Same Item Are Made And Economies Of Scope Would Lower Costs Where Quantities Of Similar Items Are Used In Production
- VMI, An Approach To Inventory And Order Fulfillment Whereby The Supplier Is Responsible For Managing And Replenishing Inventory. Suppliers Resumes The Tasks Of Monitoring Sales And Inventory
- QR, An Approach To Meeting Customer Demand By Supplying The Right Quantity, Variety And Quality At The Right Time To The Right Place At The Right Price. Key Measures Of The Process Are Lead Time, Inventory Level And Work In Progress pt Of Responding To An Order, Organizing And Undertaking Production
- The Approach Of Timely Response To Customer Needs Leading To Increased Variety, Increased Product Innovation And Improved Return On New Product.
- Time-Based Opportunities To Reduce Cost As The Key Element. Reduction Of Development Costs And Quality Costs. The Utilization Of The P- Time And D-Time To Determine The Lead-Time Gap And The Consequences When P-Time Is Greater Than D-Time Effect.
- The Methodology Of Time-Based Mapping Commencing From Creation Of Task Force, Selection Of Process, Collection Of Data And Distinguishing Between Value-Adding And Non-Value-Adding Time.