- Discuss just-in-time logistics system principles, methods, value, and value streams
- Create a comprehensive extended current state value stream map of the company's logistics systems' value streams
- Using actual case studies and team interactions, thoroughly analyze a machining and a vehicle assembly manufacturer from the last value adding step at the upstream supplier, through internal facility value adding processes, to the customer
- Discuss key aspects of just-in-time logistics system flow, smoothed & balanced workload, visual process control, and flow kaizen principles and methodologies
- Assist kaizen team members in embracing how JIT logistics principles & methods can significantly improve materials & products flow within the logistics system
- Assist team members in visualizing, then designing an aggressive, yet feasible improved logistics future state design and an aggressive transformation plan
- Discuss effective techniques to manage a complete value stream and transform it to just-in-time principles and practices
An enterprise's logistics value streams include all actions to plan, acquire materials, add value to make products, then ship them to customers.
Each action in this chain of activities is either value adding (e.g., being fabricated) or non-value adding (e.g., being transported). "Seeing" your logistics system's processes from an "extended" value stream perspective means looking at the total system and its links, not just a component. It means paying attention to improving the system as a whole, supplier to customer, rather than focusing on improving only an individual sub-component of the system.
By creating an "extended" current state map (How it flows today) you create a "visual" of how the logistics system flows. From this baseline, you can apply just-in-time principles to create an improved future state (how it should be done) vision of an ideal just-in-time logistics value flow.
Just-in-time logistics system flow kaizen is a straightforward process. You map the extended logistics system along a representative slice of the system's flow, design improvements through application of lean principles, then document your improvement vision by designing a future state vision describing the improved flow.
The results will be significant, revealing logistics system problems and opportunities which might otherwise go unnoticed.