Lean Six Sigma for Supply Chain Management

James Martin

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Introduction

This resource teaches supply chain managers how to integrate key Lean Manufacturing strategies (from the Toyota Production System), Six Sigma tools, and essential inventory optimization principles into one powerful program. The 10-step process enables readers to identify and manage improvement projects, increase efficiency, and protect the bottom line.

Market in the United States: Six Sigma Black Belts (350,000), industrial production managers (182,000), operations research analysts (62,000), Lean Manufacturing project managers (100,000), and Industrial Engineers (195,000)

Models illustrate how lead time and demand impact customer service and inventory investment

About the book

Capitalize on a Powerful, 10-Step Improvement Process to Identify and Solve Supply Chain Problems in Industrial Organizations!

Six Sigma practitioners and industrial managers who want to improve supply chain effectiveness in their organizations now have a powerful new weapon to add to their arsenal!

Lean Six Sigma for Supply Chain Management offers a unique 10-step improvement process for identifying and solving the root causes of supply chain problems in everyday operations.

Written by Master Black Belt James William Martin, this proven management tool combines key aspects of Lean Manufacturing (from the Toyota Production System) and Six Sigma management principles in order to create a Lean Six Sigma approach that can dramatically improve supply chain function.

Lean Six Sigma for Supply Chain Management contains specific information for developing inventory models, metrics for aligning objectives with strategic goals, a concise overview of supply chain concepts, and models illustrating how lead time and demand impact customer service and inventory investment levels. This vital resource features:

A complete program for Lean Six Sigma improvement and control
The latest Lean Six Sigma methods to identify and manage supply chains
Expert help with Lean Six Sigma supply chains and third party logistics
Applications of Lean Six Sigma to MRPII
Guidance on root-cause analysis using Six Sigma tools

Designed to help Six Sigma professionals and frontline managers achieve higher levels of competitiveness, Lean Six Sigma for Supply Chain Management provides the guidelines, tools, and techniques required to eliminate supply chain problems and boost company performance.

Key features

'Lean/ Six Sigma Improvement and Control 'Lean/ Six Sigma methods to Identify and Manage Supply Chains 'Lean Six Sigma Supply Chains and 3rd Party Logistics 'Lean/ Six Sigma Applications to MRPII 'Root Cause Analysis Using Six Sigma Tools

About the author

James William Martin is president of Six Sigma Integration, Inc., a Lean Six Sigma consulting firm, located south of Boston. He has served as an instructor at the Providence College Graduate School of Business since 1988. He instructs courses in operations research, operations management, and economic forecasting, as well as related quantitative subjects, and counsels MBA candidates from government organizations and leading corporations. As a Six Sigma consultant and master black belt for eight years, Mr. Martin has worked with organizations in retail sales, residential and commercial service, banking, insurance, financial services, measurement systems, aerospace component manufacturing, electronic manufacturing, controls, building projects, industrial equipment, and consumer products. He has trained and mentored more than 1,500 black belts, executives, deployment champions, and green belts in Lean Six Sigma methods including supply chain applications. He holds a M.S. Mechanical Engineering, Northeastern University; M.B.A., Providence College; and B.S. Industrial Engineering, University of Rhode Island. He also holds several patents and has written numerous articles on quality and process improvement. He is a member of the Association for Operations Management (APICS) and has certifications in production and inventory management (CPIM) and integrated resource management (CIRM). He is a member of American Society for Quality (ASQ) and is a certified quality engineer (CQE).

Table of contents

FOREWORD
INTRODUCTION
Chapter 1: Using Lean Six Sigma Methods to Identify and Manage Supply Chain Projects
Chapter 2: Deploying Lean Six Sigma Projects Using Lean Tools
Chapter 3: Demand Management Impact on Lean Six Sigma Projects
Chapter 4: Lead-Time Impact on Lean Six Sigma Projects
Chapter 5: Lean Six Sigma Applications to Materials Requirements Planning (MRPII)
Chapter 6: Identifying Lean Six Sigma Projects Using Inventory Models
Chapter 7: Lean Supply Chains and Third-Party Logistics
Chapter 8: Root Cause Analysis Using Six Sigma Tools (With Operations Research Methods)
Chapter 9: Lean Six Sigma Improvement and Control
Chapter 10: Applying the 10-Step Solution Process
APPENDIX I: IMPORTANT SUPPLY CHAIN METRICS
APPENDIX II: KEY LEAN SIX SIGMA CONCEPTS
CONCLUSION
GLOSSARY
INDEX