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Lean supply chain management essentials

Langue : Anglais

Auteurs :

Presenting an alternate approach to supply chain management, Lean Supply Chain Management Essentials: A Framework for Materials Managers explains why the traditional materials planning environment, typically embodied by an Enterprise Resource Planning (ERP) system, is an ineffective support system for a company that wants to adopt Lean practices. It begins by defining supply chain management basics, including roles, objectives, and responsibilities from a traditional framework. Next, it describes Lean basics and explores the conflicts between Lean and the traditional framework.

The book focuses on the materials management aspects of Lean, such as leveling work into the value stream, heijunka scheduling, standard work, and the concept of intervals, including Every Part Every Interval (EPEI). By combining traditional materials management tools, such as Sales and Operations Planning (S&,OP), with Lean manufacturing approaches and applying them to different manufacturing environments, the authors clarify the logic behind why you are doing what you--re doing with Lean components and how they fit together as a system. Specifically, they explain how to:

  • Determine which leveling strategy to use to smooth production
  • Calculate interval to determine lot sizes in various production environments
  • Apply Lean to purchasing, warehouse, and logistics areas
  • Use your value stream map for green initiatives and risk management
  • Replace capacity planning and shop floor control with visual factory, operator balance charts, EPEI, and plan for every part

Illustrating why balancing demand and capacity is better than trying to balance supply and demand, the book includes a definitive chart that matches Lean tools to the planning and control charts that have served as the model for ERP systems. It integrates the principles learned from Toyota--s fifty-plus-year journey with Lean principles to provide the up-to-date understanding required to approach the application of Lean to your supply chain with a methodology that allows for experimentation, learning, and continuous improvement.

Lean Basics
Materials Management
Traditional Planning and Control Framework
Enterprise Resource Planning (ERP)
Problems with ERP in Make-to-Order Environments
Five Lean Principles
Specify What Creates Value from the Customer--s Perspective
Identify All Steps across the Whole Value Stream
Make Those Actions That Create Value Flow
Only Make What Is Pulled by the Customer Just inTime
Strive for Perfection by Continually Removing Successive Layers of Waste
Lean Focuses on Three Major Areas of Waste
House of Toyota Framework
Operational Stability
Just in Time
Jidoka
Goals
Improvement and Respect
Lean: Additional Considerations
A Toyota Leader--s View of the Toyota Production System
Technical
Management
Philosophy/Basic Thinking
Planning and Control Hierarchy
Lean Planning and Control Chart
Leveling Production
Pull Systems
Flow
Interval as Lot Size

Executive S&,OP, Forecasting, and Customer Relationships
Executive Sales and Operations Planning
Role of Executive S&,OP in Lean
Lean Manufacturing
Executive S&,OP
What Is Executive S&,OP?
Executive S&,OP Focus
Executive S&,OP Process
Product Families
Aligning Families and Resources
Takt Time and Executive S&,OP
Forecasting
Forecasting Perspective
Forecasting Basics
Demand Patterns
General Methods of Forecasting
Forecasting as a Process
An Alternative to Forecasting: Supplier Partnerships

Leveling and Heijunka
Leveling Value Streams
Mix and Volume Variability Definitions
Buffer with Finished Goods Inventory (a la TPS): Make to Stock
Bill of Materials Shape Helps Dictate Strategy
How Lean Fits In: Make to Stock
Leveling Production Mix vs. Sales Mix: Heijunka Scheduling
Buffer Demand Variability with Lead Time (Backlog): Make to Order
Managing Backlog
Chase
Hybrid
How Lean Fits In: Postponement
MPS and Heijunka
Master Production Schedule
Concluding Observations

Dependent Demand Materials
Benefits of Creating Flow
Batch Manufacturing
Lean Process Flow
Operator Balance Chart
Batch Flow
One-Piece Flow
First-In-First-Out Flow
Typical FIFO Lane Rules
Material Planning
Material Planning Horizons
Mix Issues

Capacity Management and Shop Floor Control
Issues with Traditional Capacity Planning
Capacity Planning in Lean
Value Stream Loops
Capacity and Pull
Standardized Work in Process
Shop Floor Control
Heijunka, Flow, and Visual Control as Shop Floor Control
Staffing and Takt Time
Operator Balance Chart

Inventory Management
Traditional Inventory Management
The Importance of Inventory Management: Customer Satisfaction and Company Financials
...

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