The following list
combines the basic principles of lean thinking (see Lean Thinking,
Womack and Jones, LEI) with the key concepts of effective resource
Define Value by
Product - the only way to judge value is based on the customer's
Value-Stream (Value-Stream Mapping) and Target Improvements -
understand which activities add value, and which don't. For those
that don't, which can be eliminated? minimized?
Management Processes - verify that your systems for communicating
with customers (order promising and order processing) and those used for
anticipating customer needs (forecasting and distribution planning) are
as effective as they can possibly be because they will be come the basis
for takt time calculations, supplier projections, kanban loop and
supermarket sizing, etc. .
Link the Supply
Chain to Strategy (Sales and Operations Planning) - use S&OP to
engage your sales and marketing, manufacturing and logistics, finance,
engineering, and HR organizations in developing the best plan for the
Flow Wherever Possible - eliminate the impediments to flow, reduce
inventory and lead time to achieve maximum responsiveness.
Planning Appropriately - use S&OP to provide distance vision,
the MPS to provide a leveled schedule (heijunka), and material planning
to project supplier schedules.
Pull to the
Customer Wherever Possible - base your execution systems on kanban
Performance Appropriately - develop KPIs that monitor performance to
schedule (on time and in full to the customer, on time in pitch
increments to the finishing schedule, on time against supplier
deliveries, etc.), performance to key productivity measures (inventory
productivity for example), and quality expectations.
Pursue Perfection -
If you have specific questions
about this article or want to discuss it with the author, call Chris Gray at 1 603 778-9211.