By Andrew C. Lyons, Adrian E. Coronado Mondragon, Frank Piller, Raúl Poler
In contemporary years, the provision chain has turn into a key point to the survival and prosperity of organizations in several sectors. organizations dealing in dynamic enterprise environments call for offer chains that help the delight of shopper wishes. the foundations of lean considering that after permeated standalone firms have now been transferred to the availability chain, making principal the improvement of leading edge techniques to provide chain administration.
Customer-driven offer Chains: ideas for Lean and Agile provide Chain Design stories the idea that of lean pondering and its dating to different key projects linked to provide chain administration. specified commercial case experiences according to the authors’ event illustrate the foundations at the back of lean offer chains. in addition, a sequence of diagrams are used to demonstrate severe innovations and provide chain architectures. distinct emphasis is put on the significance of shifting lean ideas from the organisational point to the availability chain point. the idea and ideas at the back of lean offer chains are reviewed. different suggestions on the topic of lean provide chains mentioned within the ebook contain: mass customisation, agility, info sharing and the bullwhip impact. a strategy used to degree the functionality of offer chains is brought; this system includes the instruments of determination timeline, data-flow diagramming, provide chain worth move mapping and a functionality size scorecard.
Readers will achieve a transparent photograph of the aggressive implications of lean provide chains. Customer-driven offer Chains: thoughts for Lean and Agile provide Chain Design may be a invaluable source of fabric to scholars learning provide chain/operations administration in addition to researchers during this box. practitioners will how you can improve sound offer chain suggestions that may have a favorable impression of their agency.
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Extra info for Customer-Driven Supply Chains: From Glass Pipelines to Open Innovation Networks
Example text
26 2 Conceptualising the Customer-Driven Supply Chain Title: AC Input Shaft Author: ACL Location: ACLTP Date: December 2010 ACTIVITY Class Version: 1 time Inspect rough blanks. 30min 2. Wait data entry. 45min 3. Input quantity, time & location data. 10min 4. Move to warehouse. 5min 5. Store rough blanks. 12shifts 6. Move blanks to local (cellside) store. 1. 5min 7. Blanks at cellside store. 1shift 8. Move to machining cell. 1min 9. Load blanks. 5min 10. Machine (turn). 4hour Offload. 10min 11. 12.
Each container in the downstream stock area has a production kanban attached to it and each container in the upstream stock area has a movement kanban attached to it. Some of the activities can occur concurrently and not every activity has been included but the numbers are a representation of the general activity sequence: 1. When a container of parts is removed from the downstream outbound stock area, the production kanban card is removed and placed on the production kanban board. This may be a box rather than a board.
A revealing metaphor used to compare a push system with a pull system is based on representing material flow by a rope (see Fig. 12). In Fig. 12 the length of rope is analogous to the material moving through the production and supply chain system. Under the push system, coils in the rope are created at bottleneck processes and work stations. Under the operation of a pull system, the rope is not coiled, rather it is uniform and taut stretching through all processes. To 38 2 Conceptualising the Customer-Driven Supply Chain move the rope through the pull system, the end is pulled; there is no need to separately manage the movement of the different coils.
