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Applying Lean Thinking to the DoD Consumable Spares Supply Chain . . .

Taiichi Ohno and the Toyota Production SystemStarted 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. Specify ValueCustomer Determines ValueIdentify the Value StreamProc

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Applying Lean Thinking to the DoD Consumable Spares Supply Chain . . .

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    1. Applying Lean Thinking to the DoD Consumable Spares Supply Chain . . .

    4. The DoD Consumable Supply Chain

    6. A Look at Today’s Demands

    9. Given the DoD Environment . . . Can the Concepts, Principles and Practices of Lean be Applied to the DLA Consumable Supply Chain?

    10. Lean Thinking in DoD is Not New

    11. 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…”

    13. April 28, 2002 Outside Kandahar Airfield

    16. Timely Information is Critical

    18. 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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