Supply Chain Shaman

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Dancing in the Ring of Fire

Supply Chain Shaman

Anne is a lean disciple and sees all inventory as Muda. John’s company is a process-based manufacturer and Anne’s ERP solution is a better fit for configure to order which leads to limitations. She lacks the appreciation for the need for inventory as a buffer.

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Parts Are Not Parts

Supply Chain Shaman

The inadequacies of MRP is the genesis of the lean process of Plan for Every Part (PFEP). New technology based on Lean Supply Chain best practices is enabling the use of PFEP on a daily basis. While central to day-to-day activities the systems can become nightmares without a simple and structured process for routine data updates.

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Collaboration? When It Comes to Cash-to-Cash, We Don’t Know How to Walk the Talk

Supply Chain Shaman

The increase in inventory is despite the evolution of lean process advancement and the implementation of advanced optimization like Multi-Enterprise Inventory Optimization (MEIO) technologies and the improvements in Just-in-Time (JIT) and Vendor-Managed-Inventory (VMI) processes. The average is twenty-five days.

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A Pot of Coffee: A Morning of Reflection

Supply Chain Shaman

He then followed with a Statement of Work (SOW) to four companies: two strategic consulting companies and a small boutique Lean consulting company and myself. And, we cannot confuse Lean with demand-driven. I know of no strategic consulting firm that understands the concepts of becoming demand-driven.

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Supply Chain Leaders Rearranging Deck Chairs? Yes, I Think So.

Supply Chain Shaman

The focus on financial reengineering–elongation of payables, manufacturing outsourcing, tax-efficient supply chains, lean programs, IT standardization, tight integration to ERP, and business process outsourcing– only moved the deck chairs on the Titanic. The inevitable is business disruption.

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Holding Ourselves Accountable for Business Results

Supply Chain Shaman

Lean, Blockchain, Industry 4.0, To move forward, companies must side-step traditional functional metrics like Purchase Price Variance, OEE, and functional costs to focus on margin, inventory effectiveness, and functional reliability metrics like first-pass yield, inbound ontime and schedule adherence. Supply chain leaders love fads.

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Tell Me Why

Supply Chain Shaman

Like a lean athlete, it gets harder and harder for top performing companies to improve lean muscle mass.) For example, P&G’s low rate of ROIC may be a strategy choice, but in these times of shareholder activism significant deviation on these metrics is getting harder and harder to defend. Driving Improvement.