1 applying lean thinking to the dod consumable spares supply chain... 27 august 2003 colonel...
DESCRIPTION
3 Specify Value – Customer Determines Value Identify the Value Stream – Processes Used to Create Value – Value Stream Analysis Make Value-Creating Steps Flow – Remove Waste (“Muda”) Customers Pull Products or Services from the Value Stream – Provide Only What’s Needed When It’s Needed Perfection – Continuous Improvement Lean Principles M a x i m i z e V a l u e – M i n i m i z e W a s t e !TRANSCRIPT
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Applying Lean Thinking to the DoD Consumable Spares Supply Chain . . .
27 August 2003
Colonel Milton K. LewisDirector, Land-Based Weapon System Group
Defense Supply Center, Columbus
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Taiichi Ohno and the Toyota Production System– Started After World War II
“Lean Thinking” - Chronicled in The Machine That Changed the World, 1990
Womack and Jones, Lean Thinking, 1996
Background . . .
The Beginnings of Lean
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Specify Value– Customer Determines Value
Identify the Value Stream– Processes Used to Create Value– Value Stream Analysis
Make Value-Creating Steps Flow– Remove Waste (“Muda”)
Customers Pull Products or Services from the Value Stream– Provide Only What’s Needed When It’s Needed
Perfection– Continuous Improvement
Lean Principles
M a x i m i z e V a l u e – M i n i m i z e W a s t e !
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Depot
The DoD Consumable Supply Chain
NavyAir Force
Marines
Army
DoD User
Requirements Flow
Material Flow
4th Tier
3rd Tier
2nd Tier
Philadelphia
Richmond
Columbus
DLA ICP Supplier•Requisition •Order
•Material Release
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Challenges– Global Requirements– Demand Surges – Little or No Warning– Broad Array of Systems– Varying Fleet Age– Delays May Have Severe Consequences
Supply Chain Management In DoD... A Tough Environment
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A Look at Today’s Demands
0
100,000
200,000
300,000
400,000
500,000
600,000
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
FY03 Net Demands FY02 Net Demands
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10
70
130
190
250
310
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Thou
sand
s
FY03 Net Demands FY02 Net Demands
Land Demands
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Limited Funding Products/Services Not the Only Objective
Ensure Level Playing Field – No One Unfairly Excluded
Promote Socio/Economic Goals
Result: Purchasing Highly Regulated - FAR/DFARS
Other Unique Aspects
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Given the DoD Environment . . .
Can the Concepts, Principles and Practices of Lean be Applied to the DLA Consumable Supply Chain?
A B S O L U T E L Y !
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Lean Thinking in DoD is Not New
Office of Secretary of Defense Aerojet RaytheonUS Air Force Avcorp Industries Rockwell CollinsUS Army BAE Systems North America Rolls Royce CorpUS Navy Curtis-Wright Flight Systems Sikorsky AircraftDCMA Hamilton Sunstrand Textron System CorpDAU Harris Corporation The Boeing CompanyNASA L3 Communications MIT
Lockheed Martin International Assoc of Machinists
Northrop Grumman
Pratt & Whitney
The US Air Force Asked the Same Question in 1993 for the Military Aircraft Industry. As a Result, Lean Aerospace Initiative was Born.
A Consortium of Government, Industry, Labor and Universities.
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Consider this Comment from Dr. Jacques S. Gansler, Former Under Secretary of Defense (Acquisition and Technology) . . .
“ . . . we spend more than $80 billion annually in the DoD logistics area - - and don’t achieve world-class performance in either responsiveness or costs - - this is an extremely fruitful one to pursue…”
- Remarks to Lean Aerospace Initiative Executive Council, May 4, 1999
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Responsiveness Quality Affordability
You’ve Heard What the DoD Customer Wants . . .
Here’s How You Know if the Supply Chain Delivered . . .
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April 28, 2002Outside Kandahar Airfield
This is a DoD Supply Chain Success Story . . .
. . . And YOU Made it Happen
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Customer Wait Time Forecasting Administrative Lead Time Inventory Defects
Opportunities for Lean
Communications Throughout the Supply Chain is Key
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Actual E-Mail from a DSCC Supplier
Proactive versus reactive and . . .
Communicate, Communicate, Communicate
This supplier has the right idea . . .
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Depot
Timely Information is Critical
NavyAir Force
Marines
Army
DoD User
Requirements Flow
Material Flow
4th Tier
3rd Tier
2nd Tier
Philadelphia
Richmond
Columbus
DLA ICP Supplier•Requisition •Order
•Material Release
Communications FlowCommunications Flow
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Approaches for Applying Lean Thinking
Identify High Performing Suppliers •Automated Best Value System (ABVS)
Long-Term Stable Relationships
•Strategic Supplier Alliances•Corporate Contracts•Long-Term Contracts
Leverage Technology
•DSCC Internet Bid Board System (DIBBS)•Procurement Automated Contract Evaluation (PACE)•3D CAD Models•EC/EDI
Enhance Information Flow
•Acquisition Forecast•Defense Inventory Locator Network (DIL NET)•Customer Operations Division•Supplier Conference•Visits•Seminars
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Entire Supply Chain Must “Think Lean”
Seven Forms of Manufacturing Waste•Overproduction•Inventory•Extra Processing Steps•Motion•Defects•Waiting•Transportation
• Each Stakeholder Must Continually Assess Their Processes—Lean Enterprise Self-
Assessment Tool—Transition to Lean Guide
Book for Leaders—Supplier Management
Assessment Tool (Beta)• http://lean.mit.edu
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“Lean Thinking” - Adds Value to the DoD Consumable Supply Chain
All Stakeholders Must Consider Impact Up/Down Supply Chain
Communications is Key to Supply Chain Optimization
Summary