Lean Logistics & Distributions

Definition

Lean Logistics & Distribution is the application of the Toyota Production System principles to the design and improvement of warehousing, logistics and distribution operations.

Applying Lean principles to take wasted time and steps out of transactional, receiving, stocking, picking, packing, and shipping processes results in improved safety, quality, delivery and cost.

Lean Thinking is defined as the dynamic, knowledge-driven and customer-focused process through which people in an enterprise continuously eliminate waste with the goal of creating value. It is now an established fundamental approach for the world-class manufacture, distribution, and service sectors. Lean Logistics & Distribution is a natural extension of eliminating waste in the material replenishment process by synchronizing or linking the entire value chain. Lean Manufacturing is a business management technique of waste reduction that used to improve overall efficiency and value. The elimination of waste will obviously save business capital. The transformation to becoming a Lean Enterprise requires global organizations to create effective global distribution services. These services will have to embrace the concepts of eliminating the seven wastes in material replenishment. Deploying Lean in manufacturing, financial service, healthcare industry, etc, from local companies into a multinational companies is vital for cost saving.

Why This Training

Lean Manufacturing is a philosophy of eliminating non-value-adding operations, equipment, and resources. Therefore it’s a perfect topic at the moment as almost all industries are badly affected by current recession and looking forward for cost saving in order to stay alive in business. This method would be perfect way to cut down the ‘fat’ in almost all industries and making them ‘lean’ in order to be more productive, active and resourceful.
Lean does not apply to just manufacturing processes alone, it’s fundamental idea could be applied globally for various industries e.g. banking or financial services, healthcare, oil and gas etc.
Assuming significant progress on economic and investment law reforms, opportunities should abound in the telecommunications, transportation, oil and gas, electric power, water treatment & sanitation and engineering sectors. Large infrastructure and reconstruction projects should drive increasing demand for all types of construction machinery and building materials.

Why Singapore

Singapore's tropical climate makes disease control particularly challenging, creating a good market for medical and laboratory equipment and pharmaceuticals. Other major businesses in Singapore include aircraft and parts, computer and peripherals, industrial chemicals, retail and food & beverage distribution.
Thus, this economic boom explains why ‘Lean Logistics & Distribution’ is particularly beneficial for Singapore in order to reduce wastage and enhance value.

Today, not only in Singapore but throughout the region, companies are facing high fuel prices. And with the recession, creating value for resources and revenue is of utmost importance for healthy profit margins and for some companies, survival.

Key Benefits of Attending

• Improving customer service and profit with simplified, continuous and improved Lean process.
• Developing advanced leadership role with Lean to achieve world-class reputation.
• Acknowledging and benefiting from the importance of Lean tool integration for value enhancement.
• Maximising productivity and performance levels of Logistics and Distributions with Lean.
• Establishing the role of Lean for regional Synergies.

Topics That Will Be Included In The Program

1. Identifying the objectives and the strategic role of logistics and distributions within an organisations’ operation.
-Defining the strategic role of logistics and distributions.
-Discovering the importance of the lean logistics and distributions
-Accepting the methods of improvement.
2. Recognising the type of waste created, track them down and eliminate or reduce to improve effectiveness of logistics and distributions.
-Analysing the type of wastes produced.
-Tracking the flow of the waste by check and balance
-Figuring the ways or methods to get rid of the waste without affecting the productivity.
3. Improving customer service and profit with flawless execution of simplified and continuously improved Lean process in logistics and distributions.
-Getting the right idea of needed process.
-Looking at ways to constantly improve the suggested processes with a good change management plan.
-Executing the ideas with proper methodology.
4. Re-engineering logistics and distributions network to be Lean compliant for improved information processing.
-Understanding the customer need and preferred network link.
-Standardising need via good ERP (Electronic resources Planning) or MRP (material requirement planning)
-Implementing the proper network to maintain a good information processing.
5. Synchronising supply chain to logistics and distributions operations to ensure TAKT time establishment determining long-term forecasting, demand and future plans.
-Establishing a good communication strategy to determine a good forecasting method.
-Gaining the effective understanding in order to deliver demand in time.
-Steering the supply chain concern to drive future plans.
6. Tailoring Lean logistics and distributions Strategies to enhance process value streams to comply or exceed customer’s expectations.
-Maneuvering an advanced yet applicable planning to meet customers’ demand.
-Familiarising with improved strategy and execute in accordance to niche expectations.
-Communicating the strategies through a right channel for creating enhancement.
7. Benchmarking and generating an efficient logistics outsourcing via promising Lean model.
-Understanding the fundamental of logistics and its requirement to the organisation.
-Visualising the need of outsourcing and its impact.
-Capturing the needed logistics master complaint to the requirement.
8. Leadership role in understanding and implementing Lean system in order to achieve world-class reputation.
-Conquering the importance of lean integration.
-Evaluating the need of Lean and its impact towards profitability.
-Approving and supporting the lean implementation throughout the way.
9. Acknowledging the integration of Lean tool in the best interest of Logistics & distributions.
-Heijunka board scheduling
-Kanban materials flow management
-Keizen
-Value stream mapping
10. Designing of Lean Distributions Operations with effective cost and profit center management.
-Separating the flow to identify the balance in between credit and debit.
-Implementing appropriate process to reduce looping.
-Dispersing the information to eliminate confusion and enhance effectiveness,
11. Recognising the need for Lean method to control and enhance inventory management for a promising warehouse control.
-Minimising the imbalances of supply and demand of supply chain
-Replenishing of stock count in warehouse to maintain the safety of pipeline delivery.
-Improving cycle counting and physical inventories by designing effective cycle counting system.
12. Creating Lean transloading capability by executing effective transloading program in a distribution environment.
-Executing effective transloading programs.
-Unloading timing and resources planning
-Transferring a full load container deliver to end customer.
13. Case study: Warehouse-Evaluating the role of Lean for regional synergies in transactions and processes.
-Applying effective IT applications to support standardized business process through Lean
-Application design for Lean in Shared Services.
14. Case study: Logistics-Improving logistics management into warehousing and supply chain activities for improved overall business success.
-Implementing logistics management to minimise operational cost
-Recognising the need for effective logistics management.
15. Case study: Distributions Operations Planning of resources utilisation to meet with customers demand and deliver the expectations.
-Minimising the staff requirement without jeopardising output through effective Lean implementation.
-Capitalising the fulfillment of business with proper planning.
16. Panel Discussions
-How lean could lighten the burden of logistics due to fuel hike up.
-Learning the method to implement green logistics via Lean
-The idea of Lean, which could improve and enhance the need of supply chain without giving up the quality.

Key Points

Adapting to Lean to maintain the profitability of an organisation by reducing wastage and enhancing value.
Applying Lean principles to take wasted time and steps out of transactional, receiving, stocking, picking, packing, and shipping processes results in improved safety, quality, delivery and cost.

Identifying the ways to improve companies’ credibility by adopting lean approach.
Adhering to provisioned takt time maintains the KPI therefore improves the credibility of a company by maintaining or exceeding customers expectation thus attracting more business opportunities.

Focusing on effective customisation of useful tools for a successful project management through Lean.
Lean logistics & distribution improves safety, quality, on-time delivery and cost through Kaizen and the implementation of Lean disciplines:

• Visual management of hourly and daily work status
• 5S and workplace organization within the office and warehouse
• Customer-paced work balance (takt and cycle time)
• Standard Work documentation for routine work
• Synchronizing material movement by pull systems
• Building in quality at each process through error-proofing
• Autonomous maintenance & TPM of automation to prevent lost time
• Small group and team-based improvement activity

Building versatile leadership ability to maximise productivity while minimising wastage with lean.
It is the key to implementing the lean systems that could help you achieve world-class competitiveness. To lead by example, senior managers need to gain both a broad understanding of the principles and purpose of lean, and an in-depth knowledge of the implementation methods that will drive change effectively.
Among many key responsibilities, a lean leader will be expected to:
• Pursue efficiency and cost effectiveness by eliminating waste in working methods.
• Define the normal situation through standardisation and visual control, and manage
• by response to abnormalities.
• Follow the PDCA Cycle to pursue targeted results and continuous improvement.
• Align and co-ordinate efforts vertically and horizontally to address business goals.
• Work as a mentor to rapidly develop performance through on-the-job training, sharing task
• knowledge and skills, as well as have expertise in company processes and procedures.

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