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Lean Six Sigma for SMEs: A Path to Continuous Improvement

SCMDOJO

In today’s fiercely competitive business landscape, the quest for continuous improvement has become imperative for small and medium-sized enterprises (SMEs) to thrive. In this blog, we’ll delve into the integrated Lean Six Sigma approach, exploring its benefits, deployment models, moreover the implications for SMEs.

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Measuring Up?

Supply Chain Shaman

To help, in this post, we provide you with some insights for the period of 2006-2015. The analysis needs to be measured through an evaluation of year-over-year improvements. Companies that do not rate above average on the metrics or are not driving improvement faster than their peer group, do not make the list. Resiliency.

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The Fight of the Titans

Supply Chain Shaman

The field of supply chain management–combining source, make and deliver–into a common process started in 1982. Here I show orbit chart comparisons at the intersection of operating margin and inventory turns for the period of 2006-2017. Consistent data is not available prior to 2006.) The evolution sprung from chaos.

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Stories of Supply Chain Leadership: An Interview with Joan Motsinger of Seagate

Supply Chain Shaman

In our work on the Supply Chains to Admire report , we tracked the progress of manufacturing, retailing and distribution companies for the period of 2006 to 2013 and 2009-2013. We then rated companies on their ability to manage and improve a portfolio of metrics: operating margin, inventory turns and Return on Invested Capital (ROIC).

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How Can We Heal the Global Supply Chain?

Supply Chain Shaman

In my work tonight, I carefully studied 2006-2015 financial results to select the Supply Chains to Admire winners. The winners drive improvement while posting financial results in the Supply Chain Metrics That Matter ahead of the peer group. Higher percentage of growth than the industry average for the period of 2006-2015.

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S&OP, a vision for the future. The expert interview series #1

Supply Chain Trend

This will help with continuously improving the core underlying process, which helps the reason you do S&OP, to have a more optimally performing business, through both easy and challenging times for the business. Also, building in S&OP process metrics, not just business operating metrics is critical to success.

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Takeaways from Descartes Evolution 2019

Talking Logistics

Source: Google. Descartes Systems Group Revenue 2006-2018 (Source: macrotrends). Toyota is using MacroPoint’s data to drive continuous improvement in route designs, manage “external crises” more effectively (e.g. Where is Descartes today? winter storms), and work more collaboratively with carriers.