This curriculum spans the design and governance of integrated logistics and continuous improvement systems, comparable in scope to a multi-workshop operational transformation program addressing supply chain, operations, and IT functions across value streams.
Module 1: Strategic Alignment of Logistics and Lean Objectives
- Selecting value streams for integration based on logistics cost contribution and throughput constraints
- Mapping enterprise logistics capabilities against Lean maturity to prioritize integration initiatives
- Defining cross-functional ownership between supply chain and operations leadership for Lean logistics outcomes
- Aligning logistics KPIs (e.g., on-time in-full, inventory turns) with Lean performance metrics
- Conducting logistics network assessments to identify non-value-added transportation and storage
- Establishing escalation protocols for misalignment between procurement lead times and pull-based production schedules
Module 2: Integrating Six Sigma with Logistics Process Design
- Applying DMAIC to reduce variability in inbound delivery performance from key suppliers
- Designing control charts for monitoring warehouse picking accuracy and shipment error rates
- Conducting root cause analysis on recurring cross-dock transfer delays using fishbone diagrams
- Setting specification limits for logistics cycle times based on customer demand takt time
- Validating measurement system accuracy for freight weight and volume tracking across carriers
- Implementing process capability studies on order fulfillment lead time across distribution nodes
Module 3: Value Stream Mapping for End-to-End Logistics Flow
- Conducting current-state mapping of material flow from supplier docks to production line feed
- Quantifying total lead time and process time across transportation, customs, and warehousing nodes
- Identifying and tagging inventory queue points caused by batch processing or scheduling misalignment
- Designing future-state maps with continuous flow principles applied to regional distribution networks
- Calculating takt time for inbound logistics based on daily consumption rates at assembly lines
- Validating future-state assumptions with carrier capacity and labor shift constraints
Module 4: Inventory Optimization in Lean Logistics Systems
- Setting dynamic kanban levels based on supplier lead time variability and demand seasonality
- Implementing supermarket replenishment rules at central warehouses using consumption data
- Designing consignment inventory agreements with suppliers to shift ownership point closer to usage
- Evaluating trade-offs between safety stock levels and logistics service level agreements
- Integrating ERP demand signals with point-of-use inventory data for real-time replenishment triggers
- Phasing out buffer stocks after stabilizing inbound logistics performance through Six Sigma projects
Module 5: Continuous Improvement in Transportation and Distribution
- Leading kaizen events to reduce trailer loading and unloading cycle times at distribution centers
- Standardizing load configurations to maximize cube utilization across LTL and FTL shipments
- Analyzing backhaul opportunities to reduce empty miles in dedicated fleet operations
- Implementing daily logistics huddles to review delivery performance and address exceptions
- Deploying A3 problem-solving for chronic late deliveries from specific geographic lanes
- Integrating carrier performance scorecards into supplier management review cycles
Module 6: Cross-Functional Governance and Change Management
- Establishing logistics integration councils with representation from procurement, operations, and logistics
- Defining escalation paths for resolving conflicts between Lean pull systems and carrier scheduling
- Designing communication protocols for logistics disruptions impacting production schedules
- Creating shared accountability metrics for logistics and manufacturing teams
- Managing resistance from warehouse supervisors during transition from batch to flow operations
- Documenting revised logistics SOPs and ensuring alignment with Lean work instructions
Module 7: Technology Enablement and Data Integration
- Selecting WMS features that support Lean picking and replenishment workflows
- Integrating RFID or barcode scanning data into real-time inventory visibility dashboards
- Configuring ERP systems to trigger kanban replenishment based on actual consumption
- Validating data accuracy between transportation management systems and production planning modules
- Deploying mobile devices in warehouses to reduce paper-based transaction delays
- Ensuring IT change management processes accommodate Lean logistics pilot adjustments
Module 8: Performance Monitoring and Sustaining Gains
- Designing control plans for logistics processes stabilized through Six Sigma initiatives
- Conducting gemba walks at shipping and receiving docks to audit adherence to standard work
- Tracking total cost of logistics before and after Lean integration, including hidden handling costs
- Updating value stream maps quarterly to reflect changes in supplier base or distribution footprint
- Using OEE principles adapted to logistics equipment such as sorters and conveyors
- Institutionalizing logistics kaizen into operational review cycles rather than treating as one-time projects