Supply Velocity, Inc.

Most of you think about Supply Velocity has a consulting firm, but we also provide training in the form of workshops on the tools and techniques we apply for our consulting practice.?We offer a variety of topics including Lean, Six Sigma, 5S Visual Management, Key Performance Scorecards, Sales and Operations Planning, and custom versions and combinations to meet your needs.?Let us know if you would like to discuss and learn more.

An example of the improvements you can see when using video time studies.

I’m working with a client who is adding new production equipment which needs space to operate plus it will require new/different raw materials.?The challenge is how to make enough space in the current facility to accommodate everything and be able to operate efficiently.?I am working with another client that is setting up new larger facilities that will consolidate multiple smaller facilities.?In both instances, we are helping these clients by leveraging Lean techniques to accomplish the objectives they found challenging, and the future states look promising! On the surface the biggest challenges were physical use of space, proper layout and efficient storage that optimizes vertical height.?As the teams see things falling into place, it is interesting to observe a growing concern that old, bad habits around 5S, inventory management and purchasing, are now becoming a more important factor for success or at least sustainability. It reminds me again how good teams can work together to solve problems that are the tip of the iceberg, but later struggle with the other seeming less important issues that are dangerous for success that lie below the water’s surface.?It further reminds me how important it is to identify the indirect roles and resources that impact operational success and why it is critical we include them in the planning and process and communicate broadly each step of the way.

We will be posting examples of some of the video's Mitch references in his Lean Time Studies in the next few weeks.

How would you like an outsider to look through your processes, tell you what needs improvement and how to do it? A big part of our process is to conduct a Lean & Supply Chain Assessment to create the roadmap for improving business at our Clients. We use the 80/20 principle to focus on the few critical issues that, when solved, will increase productivity, throughput and quality. The result is a roadmap for implementing Lean and Supply Chain in a few focused areas that will have the biggest impact. How do you think people react when we present these findings? https://lnkd.in/gttG_AKv https://lnkd.in/grRVCSa2 https://lnkd.in/gMQczCuY

When setting up a Lean Warehouse Layout, we determine the center of gravity and then slot SKUs based on pick velocity. For a warehouse with an extremely long and narrow footprint, we may need to consider multiple centers of gravity for different operations. How do you determine center of gravity?

How do you think Milton can affect your supply chain? I am thinking of the ports in Florida and the Gulf that handle imports and exports to/from South America, Europe and Asia (through the Panama Canal). Some of us in the Midwest may think we are 'protected' but goods come and go from these ports to us via rail, truck and barge (Mississippi River through ports in New Orleans).

Question: Is Lean a Solution to Complexity? One of our colleagues, Mitch Millstein, was recently presenting 'Lean for Everyone' at a company conference and was asked some great questions. A really good question was, "Is the additional complexity in business and the world leading more companies to want to adopt Lean?" His answer was, upon reflection, may be incorrect. He has been saying (and posted this a few weeks ago) that the main driver for Lean is when a company is approaching their capacity limit and does not want to add people or equipment. But maybe it is about complexity. When AI, global supply chain, regulations, and (add your complexity-increasing issue) are imposed or provided as tools for a business, it can work great. But if anything goes wrong (like what happened during the Pandemic), then business is disrupted. Lean simplifies by eliminating steps that are unnecessary... which can be an important counterbalance to a more complex business world. Is the driver for companies adopting Lean due to hitting capacity constraints, complexity, or something else?

So much of what we do is to help existing companies, facilities and distribution centers improve their operations.?Currently we are helping a company set up new distribution centers which is a fun change since we get to focus on new design and optimal set up. This focus tends to challenge the balance between cost and benefit around how much to fit into a cube.?Narrower aisles and taller vertical space drive density and efficiency in theory, but there are tradeoffs with more expensive material handling equipment and or requiring more operator training and experience.?It has me thinking more about finding the Lean “sweet spot”. A related issue is long lead times for new material handling equipment.?We are considering used equipment and rentals for interim solutions for 1 to 2 year lead times.?We are mostly familiar with Toyota/Raymond and Mitsubishi, but we are considering new equipment brands we are less familiar with such as Crown and Jeugnheinrich which show some good performance specifications. I anticipate we will write some papers on this in the near future, but for now I welcome any feedback and recommendations as we are exploring options for setting up new, cost effective and Lean warehouse distribution centers.?

Can you be Lean if you are not aligned on Performance Measures? https://lnkd.in/gkEaAMfe