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Course Outline

Introduction

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

Lean Distribution Concepts

  • Lean change and its impact on distribution
  • Improving distribution operations
  • The framework for Lean Distribution
  • Common distribution challenges
  • Optimising distribution processes
  • Business process transformation
  • ERP transformation

Lean Distribution Methodology

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

Preparing for Lean Distribution

  • Planning a Lean transformation
  • Conducting a process inventory
  • Calculating the total cost of fulfilment
  • Defining KPIs in alignment with client needs
  • Observing transactional-level details from receipt to delivery
  • Overcoming organisational resistance
  • Preparing a pilot project

Diagnostic Questions

  • The Five Whys technique
  • Identifying probable causes: moving beyond symptoms to uncover root causes
  • Using the cause and effect diagram

Implementing Lean Distribution

  • Assembling the right teams
  • Measuring and adjusting performance
  • Eliminating waste
  • Just-in-time delivery
  • Minimising human effort
  • Prioritising safety and cleanliness

Improving Inventory Flow

  • Why improving isolated events is insufficient
  • Providing vision and plans to connect improvement activities
  • Value Stream Mapping (VSM)

Lean Tools for the Warehouse

  • Pareto analysis – identifying the most significant problems
  • Cause and effect diagram – determining what is causing the problem
  • Stratification – understanding how the data is structured
  • Check sheet – assessing frequency of occurrence
  • Histograms – analysing overall variation
  • Scatter charts – examining relationships between factors
  • Process control chart – determining which variations to control and how

Assessing Lean Results

  • The Lean maturity matrix
  • Tracking performance
  • Benchmarking against industry peers
  • Continuous monitoring and improvement

Developing Lean Leaders

  • Creating a Lean leadership team
  • Establishing a succession system

Complementary Methodologies

  • Agile and Scrum
  • Six Sigma

Closing Remarks

Requirements

  • A commitment to developing personnel, enhancing efficiency, and eliminating 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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