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Course Outline

Introduction

  • The history of Lean: The Toyota Production System
  • Distinguishing Lean Manufacturing from Lean Distribution

Core Concepts of Lean Distribution

  • Managing change within distribution
  • Optimizing distribution operations
  • The framework for Lean Distribution
  • Common distribution challenges
  • Distribution optimization strategies
  • Business process transformation
  • ERP transformation

Methodology of Lean Distribution

  • Building Lean capabilities
  • Formulating customer service policies
  • Developing buffer strategies
  • Managing replenishment cycles
  • Implementing the pull approach

Preparing for Lean Distribution

  • Planning a Lean transformation
  • Conducting a process inventory
  • Calculating the total cost of fulfillment
  • Defining client-specific KPIs
  • Observing transactional-level details from receipt to delivery
  • Overcoming resistance
  • Preparing a pilot project

Diagnostic Questions to Ask

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

Implementing Lean Distribution

  • Forming implementation teams
  • Measuring results and making adjustments
  • Eliminating waste
  • Ensuring Just-in-time delivery
  • Minimizing human effort
  • Prioritizing safety and cleanliness

Enhancing the Flow of Inventory

  • Recognizing that 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 issues
  • Cause and effect diagram – determining the source of the problem
  • Stratification – understanding data composition
  • Check sheets – monitoring frequency of occurrence
  • Histograms – analyzing overall variation
  • Scatter charts – examining relationships between factors
  • Process control charts – determining which variations to control and how

Evaluating the Outcomes of Lean

  • Using the Lean maturity matrix
  • Tracking performance metrics
  • Benchmarking against industry peers
  • Ensuring 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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