Next generation lean means targeting time as waste
By Paul D. Ericksen
Part one of "Lean’s Trinity" in the October issue of Industrial Engineer (Page 38) described the supply chain transformation required to support an order fulfillment initiative that focused on reducing an organization’s reliance on forecasts. The organization, which we are calling The Division, wanted to expand its distribution options to big box stores, all while maintaining or increasing customer fill rates and reducing the need for raw, WIP and prebuilt finished goods inventories. The supply chain side of this build-to-demand initiative relied on reducing supplier lead-times.
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