Lean six sigma logistics : strategic development to operational success

Speed to market, reducing costs, and accelerating lead times are vital for survival in today's competitive environment. This "how to" book illustrates how to integrate Lean, Six Sigma and Logistics into a cohesive process that will help you eliminate unnecessary inventories through disciplined efforts to understand and reduce variation, while increasing speed and flow in the supply chain. Lean Six Sigma Logistics provides the vehicle to solidify strategic position, win over customers, and achieve increased profit margins. It is the one book that executives, practitioners, consultants and academics will all want on their bookshelf.

Author Notes

Dr. Thomas Goldsby is experienced practitioner and consultant and currently an Assistant Professor of Marketing and Logistics at The Ohio State University. He is a published author in numerous well know professional and academic journals such as Supply Chain Management Review, Journal of Operations Management, Journal of Business Logistics, International Journal of Logistics Management, International Journal of Physical Distribution & Logistics Management, Management Science among others. He is a member of the Distribution Management Association; the Education Strategies Committee for the Council of Logistics; Subcommittee on Collaborative Transportation Management for the VICS Association, Faculty Advisor to the Operations and Logistics Management Association. He is a sought after speaker and on the editorial review board for the International Journal of Logistics Management. Robert Martichenko is President of LeanCor LLC, headquartered in Burlington, Kentucky. LeanCor delivers Logistics and Supply Chain Management services to organizations embracing Lean production principles. Robert is a certified Six Sigma Blackbelt and he has over ten years of transportation, consulting and third party logistics experience which includes multiple operational launches such as the "green field" start up at Toyota Motor Manufacturing. Mr. Martichenko is also an active instructor of Supply Chain Management, Logistics, Lean and Six Sigma programs offered by the Lean Enterprise Institute and Saint Louis University - John Cook School of Business. He is an experienced author who currently sits on the Editorial Advisory Board of "Logistics Quarterly" magazine and is past President of the Cincinnati Council of Supply Chain Management Professionals (CSCMP) Roundtable and now serves as a regional advisor.

Preface	p. xi
Acknowledgments	p. xiii
About the Authors	p. xv
Web Added Value	p. xvii
Section 1 Lean Six Sigma Logistics: Why Bother?
Chapter 1 What Is Lean Six Sigma Logistics?	p. 3
What Is Logistics?	p. 4
What Is Lean?	p. 4
Lean and the Logistician	p. 4
What Is Six Sigma?	p. 5
Six Sigma and the Logistician	p. 5
What Is Lean Six Sigma Logistics?	p. 6
The Logistics Bridge Model	p. 7
Chapter 2 The Importance of Logistics and Supply Chain Management	p. 9
Discovering the Dark Continent of Logistics	p. 9
This Thing Called "Supply Chain Management"	p. 11
The Logistics Wastes	p. 14
Section 2 The Logistics Wastes
Chapter 3 The Waste of Inventory	p. 19
Logistics and Inventory Management	p. 19
The Temptation of Inventory	p. 20
The Costs of Holding Inventory	p. 22
Chapter 4 The Waste of Transportation	p. 27
Logistics and Transportation Management	p. 27
Transportation and Logistics Trade-offs	p. 29
Transportation Carrier Relationships	p. 31
Minimizing the Day-to-Day Wastes in Transportation	p. 32
Chapter 5 The Waste of Space and Facilities	p. 35
Logistics and Warehousing	p. 35
How Many Facilities? How Much Space?	p. 36
Are Advanced Technologies a Cure or Merely a Crutch?	p. 37
Chapter 6 The Waste of Time	p. 39
Logistics and Time Wastes	p. 39
Order Transmission	p. 39
Order Processing	p. 41
Order Filling	p. 42
Order Staging and Verification	p. 43
Order Shipping and Delivery	p. 44
Chapter 7 The Waste of Packaging	p. 47
Logistics and Product Packaging	p. 47
Packaging as a Source of Waste	p. 48
Packaging as a Waste	p. 49
Packaging as a Visual Control	p. 50
Chapter 8 The Waste of Administration	p. 51
Logistics and Administration	p. 51
Administration as Help and Hindrance	p. 52
Technology and Administration	p. 52
Chapter 9 The Waste of Knowledge	p. 55
Logistics and Knowledge	p. 55
Cultivating Knowledge	p. 56
Managing the Flow of Knowledge	p. 57
The River of Wastes	p. 59
Section 3 The Logistics Bridge Model
Chapter 10 A Tour of the Bridge	p. 65
History of Lean Six Sigma Logistics	p. 66
The Importance of the Logistics Bridge Model	p. 66
The CEO's Perspective	p. 67
The Implementer's Perspective	p. 69
The Logistics Bridge Model: Getting Started	p. 70
Chapter 11 Logistics Flow: Asset Flow	p. 71
People Flow	p. 72
The People "Perfect Order"	p. 73
Organizing People	p. 73
Bridging the People Gap	p. 74
Inventory Flow	p. 75
Understanding Safety Stock	p. 76
Inventory Management	p. 77
Starting with the Systems Approach	p. 77
Inventory and Cause and Effect	p. 78
Inventory Management Fundamentals	p. 79
Fixed Resources Flow	p. 80
Identifying and Mapping Fixed Resources	p. 81
Questioning the Need	p. 82
Vision of Excellence and Fixed Resource Flow	p. 83
Chapter 12 Flow: Information Flow	p. 85
Data Flow	p. 86
Historical Data	p. 86
Event and Real-Time Data	p. 87
Future and Deterministic Data	p. 87
Data Excellence	p. 89
Knowledge Flow	p. 89
Continuous Improvement and Knowledge Flow	p. 90
Standardized Work and Knowledge Sharing	p. 91
Getting Knowledge to Flow	p. 92
Communication Flow	p. 93
Strategic Communication	p. 93
Hoshin Planning	p. 94
Operational Communication	p. 95
Chapter 13 Flow: Financial Flow	p. 97
Income Statement Flow	p. 98
Logistics Activities and Hidden Operating Costs	p. 99
Logistics Costs Flow Across the Organization	p. 100
Inventory Carrying Costs and the Income Statement	p. 101
Vision of Excellence and the Income Statement	p. 102
Balance Sheet Flow	p. 103
Inventory as a Current Asset	p. 104
Inventory Turns and the Balance Sheet	p. 105
The Balance Sheet and Business Strategy	p. 106
Flexibility	p. 106
Visibility	p. 107
Cash Flow	p. 107
Cash Flow Drivers	p. 108
Accounts Payable and Cash	p. 108
Accounts Receivable and Cash	p. 110
Revenue Growth and Cash	p. 110
Gross Margin and Cash Flow	p. 111
Selling, General, and Administrative Expense and Cash Flow	p. 111
Capital Expenditure and Cash Flow	p. 112
Inventory and Cash Flow	p. 113
Vision of Excellence and Cash Flow	p. 113
Chapter 14 Capability: Predictability	p. 115
Organization	p. 116
Highlighting Waste and Creating Visibility	p. 117
Standardized Operations and Setting Priorities	p. 118
The Organized Workplace: Clutter, Complexity, and Quality	p. 119
Measurement and the Organized Workplace	p. 119
Coordination	p. 120
Coordination and Value Stream Mapping	p. 121
Coordination and Detailed Planning	p. 122
Coordination and Measurement	p. 124
Complexity	p. 124
Complexity of Products	p. 125
Complexity of Processes	p. 126
Chapter 15 Capability: Stability	p. 129
Standardization	p. 130
The Key Aspects of Standardization	p. 130
Standardization and Continuous Improvement	p. 131
Flexibility	p. 132
Developing Flexibility and Back to Basics	p. 133
Flexibility and Lead Time	p. 134
Logistics Infrastructure Flexibility	p. 135
Planned Network Design and Visibility	p. 136
Control	p. 137
Today's Capability Is the System's Capability	p. 138
Common and Special Cause Variation	p. 139
Chapter 16 Capability: Visibility	p. 141
Understandability	p. 142
Beginning to Understand	p. 143
Channel Partners and Their Important Role	p. 143
Opportunities and the Moment of Truth	p. 144
Measurability	p. 145
Voice of the Customer	p. 146
Creating Internal Measures of Meaning	p. 148
Actionability	p. 149
Chapter 17 Discipline: Collaboration	p. 153
Teamwork	p. 154
Processes and Knowing the Customer	p. 155
Building Teams	p. 156
Complementary Skills and Opposing Views	p. 156
Natural Stages of Team Development	p. 157
Strategic Sourcing	p. 158
Raw Material Suppliers	p. 159
Standardization, Complexity, and Dual Sourcing	p. 160
Beware the Term "Partnership"	p. 160
Collaboration and Logistics Services	p. 161
Third-Party Logistics	p. 162
Developing a Lean Third-Party Logistics Relationship	p. 163
Project Management	p. 165
Project Management: The Basics	p. 166
Meeting Agenda (Compass)	p. 167
Storyboard	p. 167
Gantt Chart	p. 168
Failure Mode and Effects Analysis	p. 169
Chapter 18 Discipline: Systems Optimization	p. 173
Total Cost	p. 174
Explicit and Implicit Costs	p. 174
Horizontal Integration	p. 177
Perceived Difficulty and System Constraints	p. 179
Compensation and Incentive Programs	p. 179
Teamwork, Imperfection, and Defensive Behavior	p. 180
Breaking Down the Walls	p. 181
Vertical Integration	p. 181
From Customer to Supplier	p. 182
Vertical Integration and Information	p. 182
Variability, Leveled Flow, and Vertical Integration	p. 183
Chapter 19 Discipline: Waste Elimination	p. 185
Quality at the Source	p. 186
The Benefits of Quality at the Source	p. 187
Logistics and Quality at the Source	p. 189
Continuous Improvement	p. 190
Continuous Improvement: The Bare Facts	p. 190
The Challenges of Continuous Improvement Implementation	p. 192
Bridging the Gap	p. 193
Getting People Trained	p. 194
Execution	p. 195
Acting as Lean Six Sigma Logistics Leaders	p. 195
Section 4 Building the Bridge: Lean Six Sigma Logistics Tools
Chapter 20 Strategy and Planning Tools	p. 201
Surveying the Tool Kit	p. 201
Voice of the Customer	p. 202
Voice of the Business	p. 204
Value Stream Mapping	p. 206
Pareto Analysis and ABC Classification	p. 208
The XY Matrix	p. 211
Chapter 21 Problem-Solving Tools	p. 213
DMAIC (Define-Measure-Analyze-Improve-Control)	p. 213
Define	p. 214
Measure	p. 214
Analyze	p. 215
Improve	p. 216
Control	p. 217
Causal Analysis Tools	p. 218
Brainstorming	p. 218
Cause-and-Effect Diagrams	p. 219
Five-Why Analysis	p. 220
Design of Experiments	p. 222
Inferential Statistics	p. 223
Chapter 22 Operational Tools	p. 227
Flow Concepts	p. 227
Just-in-Time and the Pull System	p. 227
Lead-Time Management, Speed, and Flexibility	p. 229
Leveled Flow	p. 230
Frequency and Lot Size	p. 232
Organization Concepts	p. 232
Standardized Work Plan	p. 233
The SIMPOC Model	p. 233
5S Organization and Visual Control	p. 234
Red Tag Initiatives	p. 235
Poka-Yoke	p. 236
Chapter 23 Measurement Tools	p. 237
Data Collection Plan	p. 237
Process Capability	p. 238
Defects per Million Opportunities	p. 241
Sigma Calculations	p. 242
Conventional Measures of Logistics Performance	p. 245
Total Cost Analysis	p. 246
Chapter 24 Case Study: GoldSMART Products, Inc.	p. 249
Lean Six Sigma Logistics: A Real-World Story	p. 249
GoldSMART Products, Inc.: A Cast in Lean Six Sigma Logistics	p. 250
The Calm Before the Storm	p. 250
The Approach of Ominous Clouds	p. 251
In the Eye of the Storm	p. 252
Riding Out the Storm	p. 255
Seeing Daylight Again	p. 260
Chapter 25 Summary and Conclusion	p. 267
Index	p. 271

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Table of Contents