An Introduction to LeanCor:

The Lean Logistics Operations Provider

©LeanCor 2008
At a Glance
“We support our customers as they prepare their people,
perfect their processes, and successfully execute and sustain
their lean operations.”
Training Consulting Operations
Prepare Your People Perfect Your Processes Execute and Sustain

 Over 100 employees

 HQ: Greater Cincinnati, OH
 Other locations: North Liberty, IA; Houston, TX;
Springfield, MO; Minneapolis, MN; Mobile, AL;
Aurora, IL; Decatur, IL; East Peoria, IL; and
Kitchener-Waterloo, ON

©LeanCor 2008
The LeanCor Difference
 Services bridge lean theory with operational reality
 Only LP/3PL exclusively dedicated to applying lean principles across the supply
chain
 Recognized by the Lean Enterprise Institute and academic community as the
leader in lean supply chain management
 Web-based tools provide a turnkey solution to supply chain visibility, materials
management, route design/management,
and KPI measurement
 In-house programmers provide
customization, creation, and integration
of new and existing tools

©LeanCor 2008
The Lean Supply Chain…

 Uses pull systems to flow material to customer demand

 Reduces lead-time by eliminating non-value add activity
 Works to create velocity and reduce variation

 Is dedicated to process discipline

 Makes consumption visible and exposes problems
 Measures and manages Total Cost of Ownership

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Training:
Prepare Your People

LeanCor Training Materials Total Logistics Cost Kanban Airplane River of Waste
Game Simulation Exercise

 Public Courses
 Lean Enterprise Institute: Building the Lean Fulfillment Stream
 Georgia Tech Supply Chain & Logistics Institute: The Lean Supply Chain Professional Certificate Program
 St. Louis University: Strategic Sourcing for Supply Chain Managers

 Private Courses
 Greenbelt and Blackbelt certification (blended learning, in-class)
 Train the Trainer
 Lean Six Sigma for Logistics and Supply Chain, Lean Six Sigma for Transactional Processes, Lean Fundamentals,
Lean Leadership/Change Management Training, and Kaizen Events
 Customizable length, exercises, and structure according to the client’s needs

5 ©LeanCor 2008
Consulting:
Perfect Your Processes

Designing a lean logistics facility A3 Hoshin Planning and Project Charters

 Areas of Service:

Lean Journey Supply Chain

Leadership Network Design

6 ©LeanCor 2008
Operations:
Execute and Sustain
Suppli Inbou Manufactu
ring:
Outbo Custo
er nd Shipping,
Receiving,
und mer
Collab Logist and Yard Logist Collab
Manageme
oration ics nt ics oration
●
● Material ●
● Outbound
Inbound
Inbound Logistics
Logistics
Supplier Logistics
●
Supermarket
●
●
●
Network
Network Design
Design
Selection PFEP
Design Network Design
PFEP Management
Management
●
●
●
Supplier Daily
●
Kanban/Pull ●
Finished Good
Daily Logistics
● ● ●
Logistics Demand
●
● ●
System
●
Rationalization Engineering
Engineering Packaging
Implementation Planning
●
● Supplier ●
Material
Material Planning
Planning Implementation Design
Sales and
●

Internal
●
and
and Parts
Parts Ordering
●
Performance Daily Logistics
●
Ordering
● ●
●

Inbound
Inbound Conveyance / Operations
Measurement Engineering
●
●

Transportation
Transportation Water Spider Planning
●
● Supplier ●
● Outbound
Management
Management Route Design ●
● Reverse
Development Facility/ Transportation
Facility/ Crossdock
Crossdock Material Handling Logistics
●
● ●
●
●
● Total Landed Management
Management Inventory Management
●
●
Inventory ●
● Voice of
Cost Modeling ●
Material
Material Management
●
● Warehousing /
Customer
●

●
● Returnable Sequencing
Sequencing – – Shipping / Distribution
Performance
●
●

Packaging Kitting
Kitting and
and Sub-
Sub- Receiving Center
Assembly
Assembly Measurement
Management Schedule Management
●
Returnable
Returnable
Supply Chain Management Finished Goods
●
●
● ●
●
Packaging
Packaging
Network Design Management
●
● Trailer
Trailer Yard
Yard Pull System
Management
Management Implementation

7 ©LeanCor 2008
Program Implementation
 Network Assessment
 Develop a SC strategy tied to corporate goals
 Quantify and qualify the opportunity
 Create an implementation plan

 Pilot Lean Logistics Operations

 Create a proof of concept

 Build a solid foundation; check/adjust plan

 Network Integration
 Roll the program out; yield immediate results
 Create a competitive advantage through lean supply
chain management

 Network Collaboration
 Yield short- and long-term results

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Case Study: Replacement & Performance
Part Manufacturer
Work Activities:
 Vision and strategy definition
 Network analysis and design
 Process and value stream mapping
 GAP analysis w/ waste identification
 Facility layout and flow
 Total Logistics Cost
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Deliverables:
 Benchmark based on industry best practices
 Identified 83 vendors = 93% of qty shipped
 Identified 100 part numbers = 50% of qty shipped
 Identified opportunities to reduce costs 8-14%
9 ©LeanCor 2008
Case Study: Forklift Manufacturer
 Inbound Freight per unit
 10% improvement over 2008

 7% favorable over 2009 plan

 Outbound Freight per unit

 12.3% improvement over 2008

 15.6% favorable over 2009 plan
 Other Program Aspects:

 Logistics Measurement System

 Process development (Ex: PFEP)

 Dealer Rate Plan and On-Line Tracking Tool

 Profitability Tool for pricing accuracy and trend analysis

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Case Study: ATV Manufacturer

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Thank You!

www.leancor.com

12 ©LeanCor 2008