What to Know About Lean Logistics

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In the logistics profession, there is a lot that can be compared to Six Sigma since they are both intended to remove excessiveness from the supply chain. Excess inventories are wasteful and they cost time and money. The supply chain and logistics company is intended to rid the wastefulness through the supply chain with comfort and little changes. The people involved in the logistics company feel the burden that comes from wanting to guarantee that every single party affected decreases and stabilizes cost and time plus inventory in the chain. This idea applies to every supply chain, but for the most part, the logistics are worldwide.

Even though a logistical firm would run with a very little surplus, there are stages when problems are exposed within and not a sole individual is on familiar terms with how to discover a purpose. These Six Sigma processes can aid in finding an additional and proficient end to it from the source without interruption to the course throughout the use of rationally separated advances.

Global lean logistics has a lot of challenges that not even those in the domestic logistics field have to face. Being global automatically means additional time is required for shipments to move from one door to another. This also involves more hands touching each shipment, and therefore many more opportunities for error. Global logistics often requires Lean Six Sigma to ensure the process is smoothly running, but bringing a program like this to a business with so many different hands touching the product can be intimidating and overwhelming.

Once a company gets past the initial daunting task of training and communicating the program to the team, it becomes even more apparent that logistics and Lean Six Sigma complement each other well. Operations at all levels can be improved and strengths and weaknesses can be leveraged.

Vital to the success of this process in the logistics environment is the cultural embracing of the program. Introducing a process improvement initiative can be threatening to employees who see it as a way of telling them they are doing something wrong. Also, without appropriate training across the whole global logistical team, people won’t understand the intentions of the program, and therefore won’t embrace its deployment in the company. This culture must also involve the acceptance of the “total cost” concept, which factors in the total cost of ownership. Once decisions are made based on this idea, success will be company-wide with an investment into the Lean Six Sigma Process.

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