Explore the Lean and Agile supply strategies and the potential to incorporate aspects of both strategies into a new model that can provide benefits to both your company and your customers.
Business Forecasting and Analytics Forum: Combining Lean and Agility to Manage Demand Uncertainty
1. BUSINESS FORECASTING AND ANALYTICS FORUM
Boston, MA
June 14-15, 2016
Richard Goyette, C.P.M
RIWGO Supply Chain Services
2. Explore the Lean and
Agile supply strategies
and the potential to
incorporate aspects of
both strategies into a
new model that can
provide benefits to both
your company and your
customers.
3. Š RIWGO Supply Chain Services
ď˝ Lean and Agile Supply Definitions
ď˝ The Lean and Agile Paradigms
ď˝ Attributes of Lean and Agile Supply Systems
ď˝ âLeagileâ Hybrid Supply Options
4. Š RIWGO Supply Chain Services
ď˝ Lean is defined by the elimination of waste
(muda)
⌠Waste is anything does not add value to the
process, product, or service.
ď Anything the customer is unwilling to pay for.
⌠In a perfect system inventory would only exist at
the point and time it is needed. Demand âpullsâ the
process.
ď Supply Chain is forecast driven, but activated by actual
demand.
5. Š RIWGO Supply Chain Services
ď˝ Agile Supply is defined as positioning all
means of supply so that they can quickly
adapt to changing situations.
⌠Must be able to withstand market changes, demand
fluctuations, variable customer requirements, etc.
⌠Requires rapid flow of information from markets
and customers throughout entire supply chain.
ď Market responsive versus forecast driven.
⌠In a perfect system, the customer can get exactly
what they want at itsâ required time.
7. Š RIWGO Supply Chain Services
⢠Lean Supply Chains can function
well when demand uncertainty is
low and product variety is
minimized.
⢠Principle means to win an order is
lowest cost.
8. Š RIWGO Supply Chain Services
ď˝ Agile Supply Chains can function well
when production and fulfilment cycle
times are short and materials are
readily available.
⌠Principle means to win an order is
customer value enhancement â Giving
them exactly what they want.
9. Š RIWGO Supply Chain Services
ď˝ Lean:
⌠Function well when demand uncertainty is low
and product variety is minimized.
ď âAny color you want, as long it is blackâ
ď Production is level loaded and slow to react to demand
shifts.
ď Only as strong as itâs weakest link.
ď Heavily relies on historical information to set capacity,
avoid overproduction, and prevent excess issues.
ď Missed opportunities!
10. Š RIWGO Supply Chain Services
ď˝ Agile:
⌠Agile Supply Chains can function well when
production and fulfilment cycle times are short
and materials are readily available.
ď SKU Proliferation
ď Utilize inventory to buffer uncertainty
ď Large number of changeovers.
ď Higher costs
ď Missed opportunities!
11. Š RIWGO Supply Chain Services
Pull
Production
Kanban
5S/ Visual
Control
Poke Yoke
Leveling
SMED
Cellular
Mfg
Jidoka
Standard
Operations
Line
Balancing
TPM
Green Boxes are
highly useful in
Agile Systems
12. Š RIWGO Supply Chain Services
Distinguishing Attributes Lean Supply Agile Supply
Typical Products Commodities,
Consumer Electronics
Fashion Goods
Consumer Electronics
Marketplace Demand Predictable Volatile
Product Variety Low High
Product Lifecycle Long Short
Customer Drivers Cost Availability
Profit Margins Low High
Dominant Costs Physical Costs Marketability Costs
Stockout Penalties Long Term
Contractual
Immediate and
Volatile
Purchasing Policy Buy Materials Assign Capacity
Information Enrichment Highly Desirable Obligatory
Forecasting Mechanism Algorithmic Consultative
Source: Mason-Jones, Naylor, and Towill
âEngineering the Leagile Supply Chainâ 2000
13. Š RIWGO Supply Chain Services
â˘Time to Market
â˘Concept to Delivery
â˘Order Entry to Delivery
â˘Response to Market Forces
â˘Lead Time
â˘Design, Conversion, Eng.
Delivery
â˘Materials, Inventory
â˘Design and Engineering
â˘Conversion
â˘Quality Assurance
â˘Distribution
â˘Administration
â˘Inventory
â˘Materials
â˘Customer Support
â˘Product Service
â˘Product Support
â˘Flex to Meet Customer Demands
â˘Flex. to Meet Market Changes
â˘Meeting Customer
Requirements
â˘Fitness for Use
â˘Process Integrity
â˘Minimum Variances
â˘Elimination of Waste
â˘Continuous Improvement
Quality Service
Lead
Time
Cost
15. Š RIWGO Supply Chain Services
ď˝ Leagile: A hybrid solution
combining elements of both lean
and agile supply systems to better
meet the needs of the market
AND the organization.
16. Š RIWGO Supply Chain Services
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
%ofTotalDemand
% of Products
Pareto Distribution
Lean
Agile
⢠Linear
Demand
⢠Standard Work
⢠Pull Systems
⢠Automation
⢠Dedicated
Lines
⢠Analytical
Based S&OP
⢠Customization
⢠Quick
Response
⢠Flexible
Production
Lines
⢠Safety Stock
⢠Consultative
S&OP
17. Š RIWGO Supply Chain Services
Customer ID Sum of Net Sales % of Total Cum Total Quad Class
689875 $2,870,983.00 18% 18% A
688769 $729,941.00 5% 23% A
688204 $670,000.00 4% 27% A
688125 $666,683.00 4% 32% A
689209 $538,000.00 3% 35% A
690135 $450,584.77 3% 38% A
688139 $420,040.00 3% 41% A
689375 $410,030.02 3% 43% A
âŚ
.
âŚ
.
âŚ
.
âŚ
.
27017 $150,053.05 1% 78% A
27382 $149,000.00 1% 79% A
687987 $148,000.00 1% 80% B
689537 $142,383.00 1% 81% B
677227 $140,060.45 1% 82% B
687699 $132,173.22 1% 83% B
688092 $131,780.00 1% 84% B
26675 $131,567.00 1% 84% B
âŚ
.
âŚ
.
âŚ
.
âŚ
.
688560 $9,345.45 0% 98% B
683874 $7,656.00 0% 99% B
687293 $2,868.25 0% 99% B
683746 $972.20 0% 100% B
Customer Pareto
SKU Sum of Net Sales % of Total Cum Total Quad Class
ACUP-10695 $2,606,581.22 15% 15% A
TWEN-11841 $2,517,050.00 14% 29% A
ACCE-10184 $2,130,917.70 12% 41% A
BECH-66509 $1,553,293.00 9% 50% A
Vect-10696 $1,063,677.06 6% 56% A
XYCF-11842 $1,058,875.77 6% 62% A
SEVE-10185 $670,000.00 4% 65% A
APPE-66510 $629,588.02 4% 69% A
âŚ
.
âŚ
.
âŚ
.
âŚ
. A
Vect-14135 $329,526.00 2% 77% A
XYCF-15281 $304,526.00 2% 79% A
YPLO-16427 $279,526.00 2% 81% B
ONMI-17573 $254,526.00 1% 82% B
MICW-18719 $229,526.00 1% 83% B
âŚ
.
âŚ
.
âŚ
.
âŚ
. B
AQAU-66514 $36,983.00 0% 99% B
SPMM-10701 $35,237.00 0% 99% B
GEMM-11847 $30,669.00 0% 100% B
FORT-10190 $26,101.00 0% 100% B
ECON-66515 $21,533.00 0% 100% B
MICW-10702 $16,965.00 0% 100% B
Customer ParetoSKU Pareto
18. Š RIWGO Supply Chain Services
Sales: $2.5M
Orders: 82
GM%: 31%
$ Per Inv:
$30.2K
Sales: $9.8M
Orders: 123
GM% 33.7%
$ Per Inv.
$79.3K
Sales: $.785M
Orders: 63
GM%: 29%
$ Per Inv:
$12.5K
Sales: $2.6M
Orders: 31
GM%: 26%
$ Per Inv:
$84.9K
A
B
AB
Product Classification
Customer
Classification
Perform Quad Analysis by crossing customer classification to SKU
classifications.
Takeaway: Make
sure your efforts are
placed on the
customer and items
that truly impact
your business
B customers and products
contribute only 4% of
revenue but consume >20%
of fulfilment resources.
19. ď˝ Purchased Parts Inventory
Cost Per Unit Total
% of
Total
Parts
Active
% of Total
Active
Inventory Value
% of Total
Inventory
Unit Cost <= $3 862 33% 725 34% $ 199,415 2%
Unit Cost $3>X<$10 508 20% 418 20% $ 197,563 2%
Unit Cost >=$10 1,219 47% 992 46% $ 9,807,508 96%
Total Inventoried Parts 2,589 2,135 $ 10,204,486
54% of all active purchased parts cost less than $10,
yet only account for 4% of total inventory.
20. ď˝ 45% of all PO receipts and 50% of total transactions are
related to parts that cost less than $10.
ď˝ Resource allocation in nearly even between parts making
up only 4% of Inventory valuation and the remaining 96%.
ď˝ Frequency of PO receipts for low value parts makes it
likely that shortages could occur that will impact ability to
meet customer requirements.
Cost Per Unit
Inventory
Transfers (*)
PO
Receipts
Total Inv
Trans.
Xaction
Per Part
Xaction Per
Active Part
(**)
PO Rec
Per Act
Part
Unit Cost < $3 13,880 3,608 17,488 20 24 5.0
Unit Cost $3>X<$10 8,840 4,618 13,458 26 32 11.0
Unit Cost >$10 19,962 10,253 30,215 25 30 10.3
Totals 42,681 18,479 61,160 24 29 8.7
(*) = 50% of actual transactions to offset issue and receipt transaction
(**) = Active part = activity in last 12 months.
Plan for every part where resource allocation and return on
effort is part of the consideration.
21. Š RIWGO Supply Chain Services
ď˝ De-Coupling / Postponement:
⌠Utilize lean principles to produce to common level.
⌠Customize to final configuration.
⌠De-Coupling points can vary based on product and
needs of company.
⌠Goal should be to push de-coupling point as close
to completion of product as possible.
ď Incorporate postponement / de-coupling potential into
design criteria.
ď Develop Flex Stations to minimize waste while
providing for multiple manufacturing options.
22. Š RIWGO Supply Chain Services
Make to Order/ Standard Product
Product is completed to
established process from
start to finish.
â˘Custom products
â˘Make to Stock
Base Level Assembly
Utilize standard base
assembly and complete to
final configuration.
â˘Modular products
â˘Add-on configurations
â˘Higher complexity finished
configuration
End Stage Customization
Product is 90%+ complete
and is finished to order
â˘Custom covering
â˘Software programming
â˘Accessory kits
â˘Simple bolt on configurations.
Lean
Decoupling
Point 1
Lean
Decoupling
Point 2
Flex Points have
multiple
configuration
options that can
be done in-line.
23. Š RIWGO Supply Chain Services
ď˝ Cellular Manufacturing:
⌠Establish Agile cells dedicated to high service level
requirements.
ď˝ âDonât Sweat the small stuffâ
⌠Expand stocking parameters of the non-trivial /
many items to offset uncertainty and best utilize
resources.
ď Breadman
ď Kanban Systems
ď VMI
24. Š RIWGO Supply Chain Services
ď˝ âEverything but the kitchen sinkâ
⌠Include multiple options for final configuration with
the product to allow customer to configure to their
needs.
ď˝ Technology Based Solutions:
⌠Software configurations
⌠3D Printing
Plugs for multiple
regions included,
limiting the need to
adjust for specific
demand.
25. Š RIWGO Supply Chain Services
ď˝ Upselling / Order Conversion
⌠Monitor demand and create plans to incentivize
customers to purchase targeted products.
⌠Specials / Promotions
ď˝ Outsourcing
⌠Move production of non-core products to 3rd
parties.
ď Turnkey Finished Goods
ď Sub-Assemblies
⌠Partner with 3rd party distributors to hold stock to
increase availability and mitigate inventory risk.