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08/30/2011 10:33 AM
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Hi!
I have been invited to a prepare a lecture (about 2 hours) on how to integrate suppliers into a company's lean work, or rather, how should a material and information flow between suppliers and manufacturing companies should look like, how to built up it, manage it and develop it?
During the lecture the following topics should be covered:
- What methods/strategies exist to build a material and information flow between suppliers and manufacturing companies (e.g. Kanban, PFEP (Plan for Every Part), or similar).
- What role does the purchasing department and buyers have in a lean business, especially if the purchasing function is place on different location and not on the actual location where manufacturing takes place?
- Examples of companies that have done this successfully and how they did it...
Audience is a network for production managers / directors from various manufacturing companies' small, medium and large businesses. During these network meetings the participants discuss various themes around the Lean Enterprise, from different perspectives and angles. Sometimes an external lecturer is invited to the network meetings to speak on a specific theme around Lean.
And the theme of the next meeting (mentioned above) is "how to integrate suppliers into a company's lean work" that I am invited to talk about.
Are there any of you who have material / tips recommendation (e.g. helped / will help any business, or working in a business that already done so) of the above theme and who could share it with us. I am familiar with Lean, but need tips / suggestions on how to outline such event (ca 2 hours): what should be addressed and in what extent.
PS: The participants are in some ways and levels familiar with Lean Philosophy
Thanks in advance
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08/31/2011 04:17 PM
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From a technical standpoint, one of the most critical pieces people omit is leveling their own demand to the suppliers. If you order in irregular batches, they are pretty much forced to produce that way.
This really means "Set your own house in order"
I have helped and organization take their crippling supplier shortages down to asymptotic with zero. It took a lot of work, and a lot of introspection - having the discipline to follow the problem solving process where ever it might lead rather than reflexing to blaming the supplier. It turned out that the vast majority of the issues were either self-inflicted or, at worst, detectABLE soon enough to get things on track, but not detectED in time.
But as I said, the other half of the struggle was establishing a firm leveling process at the front end.
The next thing is a temptation to go in and try to "lean out" suppliers.
"Not being lean" is not a problem, so you can't really fix it.
Quality issues is a problem.
Late deliveries is a problem.
Price targets can define a gap, leading to a problem to solve.
But be wary of going in and thinking a superficial generally focused "get lean" program is going to work. This has to be driven internally, you can't push it in from outside, no matter how enthusiastic you are.
If your buyers are not involved psychologically with the daily issues in production; and the buyers are the sole communicators to the suppliers, you will likely have an issue. Buyers are typically concerned with purchase price, followed by delivery and quality.
Unless the buyers are VERY in-tune with how capacity and production is planned, understand takt times and can manage rate changes, your suppliers are going to hear two different messages. You will, at worst, confuse them... at best amuse them.
If you can find it (the book is out of print) Peter Hines' book "Creating World Class Suppliers" is pretty good. He talks about the stages of a relationship, and gives you a good way to benchmark where you are on the scale.
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09/02/2011 10:39 AM
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Hi,
If you want examples of companies that have done this successfully, you have a lot of them in books like Gemba Kaizen, and Lean Thinking of course.
Regards,
Carlos
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08/31/2012 10:09 AM
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Here is the link that might prove beneficial for the thorough knowledge on the customer supplier integration across the supply chain. http://goo.gl/ZB6ok. For further added information, the following link would provide a unique insight on the lean supply strategies http://leanmanufacturingcoach.com/leansupplychain.htm . To know about the companies that successfully implemented this concept, you can go through the books like Kaisan.
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09/28/2012 12:48 PM
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Supply chain is nothing but a to transfer the materials from manufacturing side to suppliers.
Its simply a transportation make the transportation of materials from one company to other company. For every transportation we need a good and experienced suppliers to handle the products and the delivery systems.
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09/29/2012 05:23 PM
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Supply Chain Management consists of all of the activities of planning, scheduling, transportation, production and implementing all of the activities of converting raw material to finished product to the customer at the required quality level with on time delivery.
This includes supplier selection and development, Sales and Inventory and Operations Planning, inventory management, logistics, all of the production "Lean Processes" and support function.
SCM remains as the relatively untapped opportunities for businesses today since there is so little expertise worldwide.
Ron Turkett
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