Lean Warehousing and Distribution Operations - Gemba Based (2 Day Class)
What attendees are saying about the workshop:
"I was familiar with the concepts and tools introduced in class, and had even implemented some of them … However, the Warehousing course still introduced me to new ideas and material that I wish I would've had in my knowledge-bank prior to the facility launch. This gemba-based workshop is a very good, high-level type training on how to implement Lean principles (level flow, small batch sizes, quality at the source, standard work) into a warehousing environment, and the exercises and gemba walk of a facility made it possible to see these principles and tools in practice. Also, the instructors were passionate about the material and have experience in the field, which makes the workshop a lot more enjoyable"
– Ana Bailey, Supply Chain Engineer
This highly interactive two-day workshop is for people responsible for implementing lean principles in a distribution center operation.
The workshop combines lecture, gemba experience, group discussion, participative simulations, and group exercises to reveal the key steps for implementing lean principles in a traditional distribution operation. Topics include the development of a storage environment that enables a conventional distribution facility with improved efficiency, quality, safety, and space utilization.
In the course of the workshop, we create an experiential learning environment which allows the participants to understand – through the series of rapid PDCA cycles – the phases and steps to transform your operational processes in order to improve customer service, reduce costs, and provide a problem-solving environment for continuous improvement. Progressing through our three-round simulation, you will identify changes, implement them, and measure the impact of applying lean tools and principles to distribution processes.
Round 1: reflects a conventional distribution center and its impact on customers, associates and management
Round 2: reflects a distribution center after a Lean benchmarking trip taken by management
Round 3: will reflect an operation after lean storage techniques and processes have been implemented
Both operating systems are evaluated and compared for on-time deliveries, lead time, quality, efficiency, distribution center space and equipment utilization, and cost per shipping line.
You will learn the key steps for implementing lean principles and converting a traditional warehouse operation. Hands-on participation in a simulation will teach you how to apply the tools so you can repeat the application in your environment. Companies applying these principles, components, steps, and tools have experienced operational improvements in reduced internal damage and injuries along with improved storage and operational efficiencies of 15% to 30%.
- Lean Warehouse Overview
- Simulation/Round 1: Traditional Operation Lean Storage
- Gemba walk & benchmarking- LeanCor Distribution Center
- Simulation Round 2: Operation After Lean Benchmarking
- Group Storage Exercise
- Lean Implementation Framework
- Process Implementation: Phases 1-3
- Standardize/Stabilize Current State
- Future State Standardized Work
- Group exercise
- Future State Operational Design
- Process Implementation Phases 4-5
- Synchronized Operations
- Stabilize/Improve Processes
- Simulation/Round 3: Lean Warehouse Operation
Who Should Attend:
All levels of management from Vice-President to Supervisor, Change Agents, Professional Staff, and Hourly Associates from organizations at any stage of a lean journey.
David’s lean knowledge came from 17 years with the North American Parts Operations Division of Toyota, where he applied lean concepts to the launch of a distribution center, the company’s largest, supplying all North American sourced parts. He also was responsible for teaching just-in-time concepts to North American distributors and dealers. His Toyota responsibilities included creation of the Toyota Consulting Group to help the company’s North American suppliers, distributors, and dealers implement lean methods. While at Toyota, he applied pull and flow at the company’s second-largest distribution center and deployed just-in-time principles to dealerships in two regions of the U.S. He currently aids companies implementing lean through Lean Quest.
To maximize your learning experience we recommend that prior to attending this program you take following workshops or have a good understanding of the concepts presented within them.
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