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Copyright © 2016 LeanCor LLC
Your Presenter: Ashley Yentz
Director - Account Management LeanCor Supply Chain Group
Career Focus Areas: Responsibilities in vision creation and deployment, project coordination, team leadership, detailed data analysis and forecast modeling, also conducting core functions within several operational disciplines. Skilled in coaching organizations through their lean logistics implementation: strategy deployment, culture change, process standardization Prior Roles:
•Kaizen Leader, Strategic Planning - Toyota Motor Sales U.S.A.
•Continuous Improvement Leader - Toyota’s Parts Operation Supply Chain
•Transportation Analyst - Hilti, Inc.
Copyright © 2016 LeanCor LLC
About LeanCor Supply Chain Group
• Lean, supply chain, six sigma,
and leadership courses that
develop people capability and
problem solving skills while
building a culture of operational
excellence.
Project-based, end-to-end
supply chain solutions that
improve your processes,
reduce inventory and Total
Cost, and optimize your
network.
Outsourced transportation,
supplier, and warehouse
management solutions that
optimize material flow and
reduce costs.
Advancing the World’s Supply Chains
Trusted supply chain partner that specializes in lean principles to deliver operational improvement.
Copyright © 2016 LeanCor LLC
IMPROVE Transportation and Supply Chain PERFORMANCE
REDUCE Transportation and Supply Chain COST
4
Supporting Manufacturers, Distributors and Retailers to…
TRANSPORTATION
MEASURED RESULTS THROUGH ADVANCED PROCESSES:
o Planning o Visibility o Control o Leading Technologies o People Development o Continuous Improvement
+ LEAN PRINCIPLES:
o Visibility o Standardization o Leveled Flow o Velocity o Quality at the Source o End-to-End Supply
Chain Management
Copyright © 2016 LeanCor LLC
RCI Goals: RCI reporting and management system to strive towards the customer VOC and customer defined metrics. ( eg. safety, cost, quality, delivery) RCI Stage 1: RCI generated from day to day activities, plan vs. actual gaps in hour to hour activities; immediate improvement. ( eg. freight consolidation, cube utilization, master bill of lading, mode selection) RCI Stage 2: Pro-active tactical RCI from # 2, but may require longer implementation timelines. (eg. packaging, supplier fill rate improvement, carrier performance) RCI Stage 3: Pro-active, LeanCor generated strategic RCI recommendations. ( eg. network design, velocity, flow, process quality, supplier and customer network performance )
Relentless Continuous Improvement (RCI)
5
Right Product > Right Place > Right Source > Right Time > Right Quantity > Right Cost > Right Providers
Copyright © 2016 LeanCor LLC
Customers
Copyright © 2016 LeanCor LLC
The Lean Enterprise System
PDCA
Long Term Thinking
Creating Customer Value
The Purpose
Th
e Peo
ple
Learning Organization
Change Agent
“Go See”
Problem Solver
Systems Thinker
Responsibility & Results
Students & Teacher
Standardization
Stability
Flow - JIT
Quality at the Source
Waste Elimination
Customer Focus
Th
e P
roce
ss
Respect For Humanity
Copyright © 2016 LeanCor LLC
Lean Thinking - Fundamentals
Articulate Your Purpose and Customer Value Proposition Build the Learning Organization Show Respect for People Show Respect for Processes- Stability, Standardization, Quality at the Source Make Problems Visible - Solve Problems in Real Time Eliminate All Waste- Do Only Those Things That Add Value to the Customer Think Long Term as Well as Short Term Continuously Improve: Get Better Every Day Teach the Power of Process Review and use a simple and standard problem
solving model
Copyright © 2016 LeanCor LLC
Problem Solving and Process
• What we need to recognize is that most problems are associated with processes.
• Therefore, the Lean Problem Solver needs to be a process thinker.
Copyright © 2016 LeanCor LLC
Brilliant Processes
Process Elements:
Supplier
Input
Procedure
Timing
Output
Measure
Customer
If it’s all about processes, we should know what a process is:
A systematic series of actions directed to some end.
Y = f(x) Business is about taking inputs and transforming them into outputs that our customer will see value in. How well we do this determines how well our organization performs.
Copyright © 2016 LeanCor LLC
Inputs and Outputs What other inputs are required to make this
delicious burger?
= f( +x+x)
Copyright © 2016 LeanCor LLC
Second Law of Thermodynamics
In a system, a process that occurs will tend to increase the total entropy of the universe.
Second law of thermodynamics
System: A group of interacting, interrelated, or interdependent elements forming a complex whole.
Entropy: The steady deterioration of a system or society.
What does this have to do with Problem Solving?
Copyright © 2016 LeanCor LLC
Application Question
• Why is it critical to have formal problem solving models?
Copyright © 2016 LeanCor LLC
ORLOE Problem Solving Model Do the Work & Identify the Problem
Plan & perform the work.Identify gap between plan vs. actual condition.
Define the Problem
Document & validate current state.Develop a clearly defined problem statement.
Determine Root Cause
Identify all possible causes to the problem.Isolate critical few root causes to the problem.
Identify Solutions
Develop solutions that address the root causes to the problem.Ensure the solutions support the entire value-stream.
Implement & Sustain the Solution
Communicate, train, and Implement the solution.Measure and monitor the impact of the solution.
Learn
Op
tim
ize
Execu
teO
pera
teR
evie
w
Copyright © 2016 LeanCor LLC
Reinforcing the Learning Organization
Learning Organization
Problem-Solving Organization
Makes Problems Visible
Lowers the Water Level
Natural Teamwork Created
Organizational Learning Occurs
Copyright © 2016 LeanCor LLC
Questions?
Ashley Yentz Director, Account Management