(summary) LEAN LOGISTICS
Lean
had its origin in the Toyota Production System (TPS) and was based on the
absolute elimination of waste (Shingo, 1981; Zhang, 2014). By implementing
Lean, organisations are able to save costs and increase the speed of operations
(Sohal and Egglestone, 1994; Claycomb et al., 1999; Motwani, 2003; Antony,
2011).
Traditionally,
Lean and Six Sigma are practiced separately, but in recent years, they have
been implemented together in some organisations; this integrated approach is
called “Lean Six Sigma” (Antony et al., 2003; Pojasek, 2003). Because Lean and
Six Sigma have different focuses and address different process issues,
implementing them together can enhance business performance to the extent not
achievable through the implementation of either one alone (Pojasek, 2003; Polk,
2011)
Lean logistics In
practice, there can be nine logistic area pointed out in which the typical
losses for Lean can occur. These are: logistics service and customer support,
forecasting demand and planning, procurement and purchasing, stock management,
deliveries and communication, packaging of materials, transportation, storage
and reverse logistics (Sopadang et al., 2014).
The
adaptation of Lean principles to the management of logistics processes are to
contribute to the improvement of flows occurring in them. However, keeping
balance between the customer’s requirements and the organization’s capabilities
requires proper demand management, both on strategic and operational level,
standardizing activities and the time of their implementation and
comprehensively qualified, multi-tasking employees who are able to efficiently
handle various processes (Overboom et al., 2013).
Efficient and effective
transfer of Lean Management principles to broadly understood Logistics is not
limited to the use of numerous tools in order to reduce unnecessary activities,
referred to as waste. Applying Lean in the area of logistics is also a series
of steps to improve and facilitate processes within the supply chain and also
the ability to operate in different, often unstable conditions for managing the
organization. A change in thinking and attitude of employees, as well as
commitment form the management, are the factors that determine the level of
benefits resulting from the implementation of the concept’s guidelines. The
results of the research conducted in the United States clearly indicates, that
onlyself-learning organizations, able to identify threats and solve their
problems in the shortest time possible, are able to obtain tangible benefits
from Lean (Pieklik, 2011), especially in the area of logistics, both internal
and external.
the
third-party logistics system based on lean logistics from four aspects:
lean-agile distribution, value stream analysis, the SLP (Systematic Layout Planning)
and information platform construction.
u Lean-agile
distribution.
Lean-agile
distribution is in the process of planning, organization and implementation of
distribution to integrate the lean-agile cost control and agile logistics
according to customer demand, the commodity turnover rate and order
requirements for the optimization performance.
u Value
stream analysis.
Value
stream is all activities process about enterprise value creation from customer
order to drawing up the detailed progress to deliver, which is the information
flow of the whole process.
u The
SLP (Systematic Layout Planning) based on lean thinking.
The
central task of the logistics system based on lean thinking is to reduce
possibly the costs in production process and in the planning process.
u The lean logistics information platform
Modern logistics must be associated with a high level
information flow, which requires that the entire system must have efficient and
accurate command and dispatch system. In construction of lean logistics
information platform, enterprises should be according to their own development
needs and unified planning within the entire supply chain, as various logistics
nod;e, and complete autonomously internal common logistics information platform
construction in line with the standardization. Logistics IT platform
construction needs to have EDI exchange host systems, network systems
(switches, routers, etc.), security system (firewall device, password system,
etc.), Internet access line and other hardware devices. Each link must be
configured to conform to a uniform standard, such as barcode technology, RF
technology so that rapidly contact in the network environment of the Internet /
EDI logistics center and customers system, to realize the information operation
of the logistics basic operating process. After completing each logistics node
information construction, the enterprise needs to effectively integrate the
node information resources to further promote the logistics information.
Reference :
Wronka, A., "Lean
Logistics", Journal Of Positive Management, University Of Lodz, Vol.
7 No. 2, 2016, pp. 56-63.
Weiwei, H., "
Third-party Logistics System Based on Lean Logistics ", Advanced Materials
Research, Anhui Polytechnic University, Vols. 765-767, 2013, pp. 3241-3244.
Abraham Zhang Wen Luo
Yangyan Shi Song Ting Chia Zhi Hao Sim , (2016),"Lean and Six Sigma in
logistics: a pilot survey study in Singapore", International Journal of
Operations & Production Management, Vol. 36 Iss 11 pp. http://dx.doi.org/10.1108/IJOPM-02-2015-0093
Komentar
Posting Komentar