"lean supply chain management"
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Cand.polyt. hovedopgave
“Lean Supply Chain Management”- A Toyota Case
Tirsdag den 15. marts 2005
afBirgitte Sten Jørgensen
Elsemarie Knage-Rasmussen
Agenda• Baggrund og formål• Fremgangsmåde• Konklusion • Metoder, teknikker og værktøjer
– Produktionsplanlægning – Outsourcing– Partnerskaber– Leverandørforum (Supplier Association)
• Opsamling• Feedback fra Japan• Sidste bemærkning
Baggrund og formål
Scope of Master Thesis
Pre-Project“Lean Manufacturing – Benefits, Challenges & Limitations”
Pre-Project“Lean Manufacturing – Benefits, Challenges & Limitations”
Survey of Lean Production in Denmark- Interview with ten Danish Companies
Survey of Lean Production in Denmark- Interview with ten Danish Companies
Overall Objective of The Master Thesis“To examine how to create a lean supply chain”Overall Objective of The Master Thesis“To examine how to create a lean supply chain”
Analysis - Comparison To Denmark“To examine how Danish companies can benefit from
Toyota’s approach & how to adapt to Danish environment ”
Analysis - Comparison To Denmark“To examine how Danish companies can benefit from
Toyota’s approach & how to adapt to Danish environment ”
ConclusionRecommendations to Danish Companies
ConclusionRecommendations to Danish Companies
A Case Study of Toyota“ To examine Toyota’s approach toward SCM”
A Case Study of Toyota“ To examine Toyota’s approach toward SCM”
Secondary SourcesBooks, Articles, Presentations, etc.
Secondary SourcesBooks, Articles, Presentations, etc.
Primary SourcesInterviews with Toyota & Denso
Primary SourcesInterviews with Toyota & Denso
Fremgangsmåde
Lean Supply Chain ManagementLean Supply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste
and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste
and continuous improvements”
Lean ProductionLean Production SCMSCM
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Theoretical Framework
AnalysisProduction Planning MethodOutsourcingPartnershipsSupplier Associations
Technology
Interaction Method
Case Study
Processes
Mgt & Control
Structure
Conclusion
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
Fremgangsmåde
Lean Supply Chain ManagementLean Supply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste
and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste
and continuous improvements”
Theoretical Framework
Lean Production“A means of attaining cost efficiency achieved through waste elimination
and continuous improvements”
Lean Production“A means of attaining cost efficiency achieved through waste elimination
and continuous improvements”
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Supply Chain Management“SCM is the integration of supply chain activities through improved
supply chain relationships, to achieve a sustainable competitive advantage”
Supply Chain Management“SCM is the integration of supply chain activities through improved
supply chain relationships, to achieve a sustainable competitive advantage”
SCM Analysis Framework
Processes
Mgt & Control
Structure
Case Study
Best Practice
Abstraction - How to Create a Lean Supply Chain?
FremgangsmådeAnalysis - Extraction From The Toyota Case
Production Planning MethodOutsourcingPartnershipsSupplier Associations
Technology
Interaction Method
PRODUCTION PLANNINGPursue Pull/JIT
Spread to Suppliers
PRODUCTION PLANNINGPursue Pull/JIT
Spread to Suppliers
OUTSOURCINGWork according to Cap.
Focus on Core Competence
OUTSOURCINGWork according to Cap.
Focus on Core Competence
PARTNERSHIPPursue Partnership Supply
Few & Close Partners
PARTNERSHIPPursue Partnership Supply
Few & Close Partners
SUPPLIER ASSOCIATIONEstablish Supplier
Association
SUPPLIER ASSOCIATIONEstablish Supplier
Association
Analysis – Elements of a Lean Supply Chain
Efficiency Waste Elimination Foundation Spread of Lean Principles
LEAN SUPPLY CHAIN“A cost efficient supply chain
achieved through elimination of waste and continuous improvements”
LEAN SUPPLY CHAIN“A cost efficient supply chain
achieved through elimination of waste and continuous improvements”
Fremgangsmåde
Conclusion
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
Produktionsplanlægning
• Metode– Customer Order Decoupling Point– Value Stream Mapping
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple Customers /Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
DK NOWTraditional Push
DK FUTUREPull/JIT √Whole SC √
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple Customers /Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple Customers /Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.
DK NOWTraditional Push
DK FUTUREPull/JIT √Whole SC √
Product Family
Current-State Drawing
Future-State Drawing
Work Plan & Implementation
Current State
Future State
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &Cooperation
Sourcing &Cooperation
Monitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
• Metode – Fremgangsmåde ved outsourcing
• En 5-trinsmodel
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
DK NOWFocus on Cost
Primary In -House
DK FUTUREFocus: Core Comp. √
Divide Work √
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONS
Focus on Core CompetenceWork According to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
DK NOW
Focus on CostPrimary In-House
DK FUTUREFocus: Core Comp. √
Divide Work √
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &
CooperationSourcing &
CooperationMonitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
Overall StrategyOverall Strategy
Identification of:What is of importance of the company
Which technologies, competences, skills and alliances creates the company's competitive edge On which level should the competences, technologies, skills, and alliances be carried out
Identification of:What is of importance of the company
Which technologies, competences, skills and alliances creates the company's competitive edge On which level should the competences, technologies, skills, and alliances be carried out
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &
CooperationSourcing &
CooperationMonitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
Mobile PhoneMobile Phone
CabinetCabinetBatteryBattery ElectronicElectronic SoftwareSoftware
Power CellsPower Cells Plastic MoldingPlastic Molding Plastic MoldingPlastic Molding VulcanizationVulcanization
Same competence
• Top-Down segmentering• Bottom-Up analyse
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &
CooperationSourcing &
CooperationMonitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
High Wait & See In-House
Invest orOutsourceOutsource
HighLow
Low Importance
Perfo
rman
ce
Make & Buy
• Make-Buy Matrix
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &
CooperationSourcing &
CooperationMonitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
High Complex Purchase
StrategicPurchase
ImportantPurchase
StandardPurchase
HighLow
Low Importance
Com
plex
ity
• Retningslinier for indkøb• Klassificering af samarbejde
Outsourcing
Relate to CompanyStrategy
Relate to CompanyStrategy
Activities & Competence
Mapping
Activities & Competence
Mapping
SourcingStrategy
(Make or Buy)
SourcingStrategy
(Make or Buy) Sourcing &
CooperationSourcing &
CooperationMonitoring &Evaluation
(Improvements)
Monitoring &Evaluation
(Improvements)
• Objektiv præstationskriteria• Benchmarking
Partnerskaber
• Metode– Reducer leverandørbasen
• ABC analyse • Direkte leverandører indirekte lev.
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
DK NOWTrad. Market SupplyVertical Integration
DK FUTUREPartnership Supply √Few Partners √
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
DK NOWTrad. Market SupplyVertical Integration
DK FUTUREPartnership Supply √
Few Partners √
Customer
Customer
Purc
hasin
g Co
st (%
)
Fraction of Suppliers (%)
Purc
hasin
g Co
st (%
)
Fraction of Suppliers (%)
Leverandørforum
• Metode– Den strukturelle model– Udvikling over 2 faser:
• Få positivt indstillede leverandører• Udvid på baggrund af dokumenteret succes
– Møder på alle niveauer i organisationen
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWNo Supplier Ass.
DK FUTURESupplier Ass. √
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish a Supplier
Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWNo Supplier Ass.
DK FUTURESupplier Ass. √
Mødehyppighed
Halvårligt
Kvartalsvis
SS
TT
Customer
Suppliers
O O Månedligt
Leverandørforum• Metode (fortsat)
– Kvalitetspriser og audits • EFQM Excellence modellen
– Policy Deployment• Nedbrydning af overordnet strategi
Targets for Organisation
TimeQuality
CostInnovation
Executive Staff
High-Level Plan
Improvement?Who?
Method?Target?Time?
Manager/Supervisor
Plan - Do
Work Plan by ItemAction
MeasurementCountermeasure
Work Team
Check
Improvement?Method?Result?
Countermeasure?Target & Time?
All 3 Levels
European Foundation for Quality Management
OpsamlingLean Supply Chain ManagementLean Supply Chain Management
Theoretical Framework
Lean ProductionLean Production
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Supply Chain ManagementSupply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
Case Study
Processes
Mgt & Control
Structure
Lean Supply Chain ManagementLean Supply Chain Management
Theoretical Framework
Lean ProductionLean Production
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Supply Chain ManagementSupply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
Case Study
Processes
Mgt & Control
Structure
Case Study
Processes
Mgt & Control
Structure
Abstraction - How to Create a Lean Supply Chain? Abstraction - How to Create a Lean Supply Chain?
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
Comparison: Best Practice vs. Denmark Recommendations to Danish Companies Comparison: Best Practice vs. Denmark Recommendations to Danish Companies
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
DK NOWTraditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish Supplier Ass.RESULTS
Strategic AlignmentContinuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
Lean Supply Chain ManagementLean Supply Chain Management
Theoretical Framework
Lean ProductionLean Production
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Supply Chain ManagementSupply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
Case Study
Processes
Mgt & Control
Structure
Lean Supply Chain ManagementLean Supply Chain Management
Theoretical Framework
Lean ProductionLean Production
Lean Success Factors:Cost, Lead-Time & QualityLean Success Factors:
Cost, Lead-Time & Quality
Supply Chain ManagementSupply Chain Management
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
“A Lean Supply Chain is a cost efficient supply chain achieved through elimination of waste and continuous improvements”
Case Study
Processes
Mgt & Control
Structure
Case Study
Processes
Mgt & Control
Structure
Abstraction - How to Create a Lean Supply Chain? Abstraction - How to Create a Lean Supply Chain?
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
CREATE A LEAN ORGANISATIONOptimise internally before going externally
CREATE A LEAN ORGANISATIONOptimise internally before going externally
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
TECHNOLOGYProduction Planning
Pull/JIT ApproachOutsourcing
Focus on Core Competences Divide Work According to Cap.
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
INTERACTION METHODPartnership
Close & Few Suppliers Supplier Association
Exchange of Ideas Joint Learning
CONTINUOUS IMPROVEMENTS
Extend the lean principles to the supply chain
Comparison: Best Practice vs. Denmark Recommendations to Danish Companies Comparison: Best Practice vs. Denmark Recommendations to Danish Companies
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
D K N O W
Traditional Push
D K N O W
Production PlanningTraditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish Supplier Ass.RESULTS
Strategic AlignmentContinuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
C H A L L E N G E S
Long-Term FocusFear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
R E S U L T S
Cost ReductionTotal Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple C ustomers /Supp.
ACTIONSPursue Pull/JIT
Spread to Suppliers
ACTIONSPursue Pull/JIT
Spread to Suppliers
RESULTSCost ReductionChain Stability
RESULTSCost ReductionChain Stability
CHALLENGESAutonomy
Multiple C ustomers/Supp.
CHALLENGESAutonomy
Multiple Customer/Suppl.DK NOW
Traditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
DK NOWTraditional Push
DK NOWProduction Planning
Traditional Push
OutsourcingPrimary In-House
Focus on Cost
Supply RelationshipTrad. Market SupplyVertical Integration
Supplier AssociationNon-Existence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work according to Cap.
RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSFocus on Core Competence
Work according to Cap.
ACTIONSFocus on Core Competence
Work According to Cap.RESULTSCost Reduction
Quality Improvements
RESULTSCost Reduction
Quality Improvements
CHALLENGESChange of Focus from
Cost to Core Competence
CHALLENGESChange of Focus from
Cost to Core Competence
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSPursue Partnership Supply
Few & Close Partners
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSCost Reduction
Total Optimisation
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSP u r s u e P a r t n e r s h i p S u p p l y
F e w & C l o s e P a r t n e r s
ACTIONSPursue Partnership Supply
Few & Close Partners
RESULTSC o s t R e d u c t i o n
T o t a l O p t i m i s a t i o n
RESULTSCost Reduction
Total Optimisation
CHALLENGESLong-Term Focus
Fear of Dependency
CHALLENGESLong-Term Focus
Fear of Dependency
ACTIONSEstablish Supplier Ass.
ACTIONSEstablish Supplier Ass.
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish Supplier Ass.RESULTS
Strategic AlignmentContinuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual BenefitACTIONS
Establish Supplier Ass.ACTIONS
Establish a Supplier Association
RESULTSStrategic Alignment
Continuous Improvement
RESULTSStrategic Alignment
Continuous Improvement
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
CHALLENGESChange of Mind -Set
Suspicion Mutual Benefit
DK NOWTraditional Push
DK FUTUREProduction Planning
Pull/JITWhole Supply Chain
OutsourcingDivide The Work
Focus on Core Comp.
Supply RelationshipPartnership Supply
Few Partners
Supplier AssociationAchieved
Feedback fra Japan• Hvordan overtales danske virksomheder til at følge vores råd?
– Bundlinjeresultater– Teknologi kontra samarbejdsmetoder– Eksempler på at partnerskaber kan måles økonomisk
• Koordinering• Kvalitetskontrol
• Implementering – hvordan?– Rækkefølge– Extreme Programming
• Kulturforskelle– National kontra virksomhedskultur– Win-win kontra zero-sum game– Optimering kontra rationalisering
Sidste bemærkning• Glem ikke…
– Lean er:
“Et middel til at skabe økonomisk effektivitet gennem, eliminering af spild og løbende forbedringer”
• Helt centralt for lean er:
– Løbende forbedringer
– En vedvarende proces
– Der findes ikke én gylden løsning
PlanPlan
ActAct DoDo
CheckCheck
Hvad?Hvordan?
Hvem?
Implementering
Opnået vs. forventet resultater
Reflektion
Næste skridt
Deming's PDCA-cirkelA PC D