Ch00fm-pgs-Martichenko/Goldsby
J Japan, 167 Jidoka, 189 Juran, Joseph, 209 Just-in-time, 227–229 K
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Japan, 167 Jidoka, 189 Juran, Joseph, 209 Just-in-time, 227–229 K Kaizen, 107 Kanban signal, 228 Knowledge, waste of. See Waste of knowledge Knowledge flow, 89–92, 264, 265 Kurtosis of data, 226 L Law of large numbers, 88 LCL. See Lower control limit Leadership, 194, 195–197 Lead time, 134–135 management, speed, and flexibility, 229–230 Lean defined, 4 elimination of waste, 77, 81, 102 flexibility, 106–107 logistician and, 4–5 microplanning, 120–121 philosophy, 4–5, 65, 77, 80, 146, 247 system, 174 visibility, 107 “Leaned out” operation, 230, 234 Lean Six Sigma inventory management, 78 Lean Six Sigma Logistics, 3–8 defined, 6 execution, 196 focuses of, 66 history of, 66 leaders, 195–197 Logistics Bridge Model and. See Logistics Bridge Model promises of, 60 real-world study, 249–270 right things right, 202, 206 tools. See Tools; specific tool ultimate measure for, 246 Leased or rented assets, 81 Less-than-truckload shipments, 32–33, 139, 179 Leveled flow, 6, 177, 183–184, 230–231 Liabilities, 103 Life cycles, 11 Line-haul service, 33 Logistician key focus areas, 263–265 Lean and, 4–5 Logistics activities, 99–100 administration and, 51–52 capability, 196 cash flow drivers, 109 as core competency, 73 costs, 100–101 dark continent of, 9–11 defined, 4 discipline, 196, 197 drivers, 99, 105 flow, 196, 197 function, 109 importance of, 9–11 inbound, 29–30, 132, 176 infrastructure flexibility, 135 inventory management and, 19 key focus areas, 263–265 knowledge and, 55–56 management, 72 network, 29–30, 129, 142–144 outbound, 29–30, 112 Index 277 performance measures, 245–246 proactive management, 79–80 product packaging and, 47–48 professionals, skills set, 75 providers, 159, 161 quality at the source and, 189–190 services, 161–162 third-party, 162–165 transportation management and, 27–31 warehousing and, 35–36 wastes, 14–15 Logistics Bridge Model, 7–8, 59–61, 65–70. See also specific topics capability predictability, 115–127 stability, 129–140 visibility, 141–151 as catalyst, 268 CEO’s perspective, 67–69 as compass, 196 discipline collaboration, 153–171 systems optimization, 173–184 waste elimination, 185–197 flow asset, 71–84 financial, 97–114 information, 85–96 illustrated, 60, 270 implementer’s perspective, 69–70 importance of, 66–70 three key principles, 61, 67–70 Logistics capability, 7, 196 CEO’s perspective, 68 implementer’s perspective, 69–70 Logistics discipline, 7, 196, 197 CEO’s perspective, 68–69 implementer’s perspective, 70 Logistics flow, 7, 196, 197 asset flow, 71–84 CEO’s perspective, 67–68 fixed resources flow, 80–84 implementer’s perspective, 69 inventory flow, 75–80 people flow, 72–75 Long-range planning, 21 Lost opportunity, 113 Lot size, 232 Lower control limit (LCL), 245 Loyalty, 11 M Malcolm Baldrige Award, 235 Management, 90, 255, 267 Manufacturing plant, 177, 178 Mapping fixed resources “Marketing concept,” 202 Material requirements planning (MRP), 132–133 Materials handling, 38 Material waste reduction, 50 Measurability, 145–149, 264, 266 Measure, 214–215 Measurement coordination and, 124 internal, 148–149 logistics performance, 245–246 organized workplace and, 119–120 perfect, 147 tools, 237–248 conventional, 245–246 data collection plan, 237–238 process capability, 238–242 sigma calculations, 242–245 total cost analysis, 232, 246–248 Meeting agenda, 167 Mergers and acquisitions, 179 Microsoft Excel, 82 Milk run, 177, 179, 232 Mind mapping, 219 Mistake proofing, 87, 186, 188, 189 “Model parsimony,” 224 Moment of truth, 121, 123, 144–145 MRP. See Material requirements planning Muda, 20 Multiple channel partners, 129, 142 N Natural laws, 78, 81 Natural variation, 138 Network design map, 30 Next-stage customers, 231 278 Lean Six Sigma Logistics Nonparametric tools, 216 Nonsalaried employees, 73 Nonvalue-added activity, 29, 229 Normal distribution, 226 Normally distributed curve, 239 “Normal population,” 226 Norming, 157 O OEM. See Original equipment manufacturer Offshore manufacturing, 22 Offshore supply base, 159–160 Ohno, Taiichi, 20, 36 On-hand inventories, 106 On-time delivery, 28, 147 Operating costs, hidden, 99–100 Operational communication, 95–96 Operational costs, 174 Operational data, 260, 261, 262 Operational error, 186–187 Operational service failures, 151 Operational support, 263 Operational tools, 227–236. See also specific tools 5S and visual control, 234–236 frequency and lot size, 232 just-in-time and pull system, 227–229 lead-time management, speed, and flexibility, 229–230 leveled flow, 230–231 poka-yoke, 236 SIMPOC, 233–234 standardized work plan, 233 Operations, 48 Opportunistic buying, 22 Opportunity cost of capital, 101, 247 Opposing views, 156–157 Optimization, 174, 178 Order(s) cycle, 39, 40 cycle times, 11, 28 filling, 42–43 lead time, 28 picking, 43 processing, 41–42, 258, 259 shipping and delivery, 44–45 staging and verification, 43 transmission, 39–41 Organizational communication, 93–96 Organization concepts, 232–233 Organized workplace, 116–120, 234, 235 Original equipment manufacturer (OEM), 184 Outbound logistics, 112 Outbound trailer utilization, 150 Out-of-control processes, 140 Output variable, 225 Outsourced carriers, 142 Outsourced logistics, 161–162 Overhead, 111 Overproduction, 104, 268 Overstock, 256 P Packaging excess, 49 holding capacity, 49 logistics and, 47–48 as visual control, 50 waste of. See Waste of packaging Paperwork, 125–126, 144 Parametric techniques, 216 Pareto, Vilfredo, 209 Pareto analysis, 208–210, 243 “Parking lot” list, 219 tải về 2.84 Mb. Chia sẻ với bạn bè của bạn:
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