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Lecture 16 : Lean Logistics (Contd..) — Transcript

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0:01[Music]
0:22[Music]
0:25so hello dear friends welcome back to
0:27nptl online course on Logistics and
0:29supply chain management so in the last
0:31session we started discussion on lean
0:33Logistics we'll uh continue our uh
0:36discussion on the same topic lean
0:38Logistics which is a very very important
0:41part because uh in order to be efficient
0:44throughout your distribution Network you
0:46you need to uh remove identify and
0:49remove the waste or waste in terms of if
0:51you are doing some unnecessary
0:53activities which are not going to add
0:55any value so then you need to identify
0:58those activities and uh you need to
1:00remove those activities so we discussed
1:02about uh the various Concepts under lean
1:05Logistics and how it started and we
1:08discussed about very important concept
1:10under that we defined muda different
1:11types of waste unevenness overburden
1:14right how these situations are coming up
1:17in when we are talking about
1:19manufacturing or Logistics Services
1:21right we discussed about the principles
1:24of lean Logistics and then we identified
1:27what are the key performance indicators
1:29so that we can develop the overall
1:30performance Matrix and we can track our
1:33performance with respect to those uh key
1:36performance indicators so uh we'll
1:39continue from here uh today we'll
1:41discuss what are the different
1:42methodologies framework we can use to
1:44implement lean Logistics right and then
1:47we'll see what are the challenges in
1:50implementing uh lean Logistics and we'll
1:52discuss one very beautiful case study on
1:55uh Toyota production system so uh just
2:00uh brief intro about what are the
2:02different aspects or methodologies
2:04framework we can use when we are talking
2:06about lean Logistics uh we'll discuss in
2:09brief of some of the methodologies so
2:12first is value stream mapping uh this
2:15process is uh actually ENT uh you need
2:18to trace the whole process you need to
2:22map the whole process what are the
2:23different activities you are doing in
2:25that process right and then you need to
2:28identify all those activ ities which are
2:30not adding any value right so after
2:33identifying only you can eliminate the
2:36waste and inefficiency because of those
2:38activities first thing is you are uh
2:41consuming extra time and then extra time
2:44means extra resources in terms of
2:46Manpower is also deployed there in terms
2:48of resources energy resources you are
2:50using to operate your machines to
2:52operate your workstation in terms of
2:55equipment you are using for extra time
2:58right so if we can reduce even 2 to 3
3:01seconds also then this is in in uh Big
3:06Picture This is going to add in a very
3:08positive way right so if you talk about
3:11uh automobile car industry so if the
3:15average time every car is coming uh out
3:18maybe after 3 to 3.5 minutes right so
3:22you just imagine if you're saving uh 2
3:25to 3 seconds so maybe after uh you are
3:29producing uh 100 cars then you will be
3:31having one extra car right so in that
3:34way because this is something car is
3:36taking that much time 3 to 4 minutes if
3:39you are talking about some other product
3:41Small industry where continuously your
3:43products are coming out of the packaging
3:45after completing the packaging right so
3:47if you can save even micros seconds
3:50through your process and uh then in the
3:53end you can uh uh incl uh increase your
3:56overall efficiency so we'll discuss what
3:58are the different steps when we are
4:00talking about value stream mapping in
4:02detail second tool we can use is just in
4:05time and because uh we identified
4:08inventory as one of uh uh type of waste
4:12right uh when we identified seven
4:14different types of waste so inventory
4:16was also one of the waste right so if
4:18you're keeping no doubt you have to
4:20maintain some uh minimum Stoke so that
4:23you should not be sto out in the market
4:25right but then excess inventory is also
4:28a kind of waste because in inventory
4:30when you are storing it you are not
4:32adding any value in that and moreover
4:34you are consuming resources on that if
4:37you're are storing for handling for
4:39maintaining that inventory and then
4:42handling also you are damaging sometimes
4:43so that is extra cost so how we can
4:46ensure we'll see what are the different
4:47steps under just in time we can
4:49Implement that and whenever your product
4:52is required it can be shipped directly
4:54from your raw material suppliers to the
4:55production line and then from production
4:57to the customer
4:59then standardized work procedures so
5:02another thing whenever we are coming up
5:05in manufacturing industry whenever we
5:07are setting uh new production line for
5:09new model right so uh then uh initially
5:13we are producing uh more process
5:16rejection right because the process is
5:18not standardized streamlined right and
5:21people who are working on that
5:23production line they are also not
5:24trained even equipment even sometime
5:27what is happening the raw material we
5:28are using the we later on after maybe
5:32initial run of that production assembly
5:35line we'll realize that we need to
5:37change the design we need to change some
5:39parameters and then we'll come with the
5:41new one right so because before
5:43standardization so everything these kind
5:45of rejections these kind of delays
5:48inefficiencies are happening so
5:49productivity is in big question mark
5:52right so because we cannot be productive
5:55because we have not achieved the
5:57standardization so our Target is always
6:00when we are coming with the new
6:01production line is to you know
6:03standardize the production line so if
6:05we'll standardize we'll eliminate the
6:07variability because now everything is
6:09standardized so process variability will
6:11be very less right so we can reduce
6:14errors we can improve the efficiency as
6:17well continuous Improvement culture this
6:20is another kind of thing we'll see
6:22Kaizen steps how we can Implement those
6:25Kaizen steps so that continuous
6:27Improvement can be ensured it's not only
6:30one time you uh identified some reasons
6:33for rejection and then next time the
6:36process will be completely error free
6:38right so every day there is new
6:40opportunity if not with the prod you can
6:43even improve the product design after
6:45maybe two years 3 years so that's why so
6:48many product recalls are happening right
6:51so you you might have seen we discussed
6:53about boxagon we discussed about maruti
6:55with desire and Baleno and then BMW even
6:59some times and then you talked about uh
7:02uh if you see uh Nokia they have to
7:05recall their mobile phone because of the
7:07uh issues happening with the battery
7:09right so over the time when uh actually
7:13after commercialization customers start
7:16using the product in that way very in
7:19your rough way right so even rough way
7:21even if you are handling with care even
7:23then you will start observing new issues
7:25are coming so then maybe you need to
7:27change the raw material maybe you need
7:29to to change the design of the product
7:31maybe you need to change the technology
7:33sometimes for manufacturing that product
7:35maybe you need to train your Manpower
7:37more so that means every stakeholder
7:40every unit element has equal role in
7:44Improvement right so that continuous
7:46Improvement will uh be there right
7:49supplier collaboration when we are
7:50talking about just in time kind of
7:52system when we are talking about total
7:55quality management throughout the
7:56distribution Network supplier is going
7:58to play important role right so uh that
8:01will only happen you will you need to
8:04share the demand forecast you need to
8:05share the production schedules because
8:07your down the line the your team is
8:10always interacting with the customer
8:11they are analyzing how the demand
8:13pattern is going to be right so as a
8:16manufacturer if you are keeping that
8:18information with you only or if your
8:20distribution network is keeping that
8:22information with them only there is no
8:24use so how without any delay without any
8:28uh you know manipulation in that
8:30information how we can pass the exact
8:33information from the customer we are
8:35receiving in terms of feedback in terms
8:37of quality complaints in terms of demand
8:39if they are having new demand patterns
8:41new buying Behavior patterns so that
8:43should be shared immediately throughout
8:46the network so that will only happen
8:48when you have strong collaboration with
8:50your
8:51suppliers then another very important
8:54methodology is dmac for implementing
8:56lean Six Sigma methodology right where
8:59we will focus on eliminating the errors
9:02right rejection so how uh Six Sigma
9:06actually points out only 3.4 defects are
9:09allowed per million
9:12opportunity right so you need to
9:16implement Six Sigma if you you want to
9:18implement Six Sigma then the this is the
9:20methodology dmac we can use to implement
9:23that and Six Sigma means you are
9:25tremendously you are reducing the uh
9:28process re or defects in your product
9:31whatever you are producing you should
9:32not produce the defected product so how
9:35we can implement the Six Sigma
9:36methodology to you know uh reduce that
9:40process
9:41rejection so process rejection uh let me
9:45clarify uh see there are two types of
9:47rejection I uh one is your Zero Hour
9:54rejection another one is your process
9:57rejection
10:00so your zero hour reection is the
10:03responsibility is from the raw material
10:06suppliers this is the problem with the
10:08raw material suppliers without you did
10:10not use that material on the production
10:12line and then you suddenly realize that
10:14there is something wrong with that
10:16material that is zero hour rejection
10:18there is no issue with your
10:19manufacturing unit but when we talk
10:22about process rejection this is
10:24something while converting those raw
10:26material into finished one we may break
10:28those component onon right so that means
10:30that is the responsibility of the
10:32manufacturing unit that breakage can
10:34happen because of the faulty technology
10:37you are using because of the faulty
10:39method you are using maybe the person
10:41who is sitting on that workstation is
10:43not trained fully so then you will be
10:46generating more process rejection and
10:48because this is the responsibility of
10:50the manufacturer so we will reduce your
10:52productivity and will increase your cost
10:56because now uh if you said two items are
11:01you are using two
11:03components for that particular product
11:06two components of one maybe raw material
11:10so if you are damaging maybe after uh so
11:13see if you have 100 100 components so 50
11:16final products should come out of that
11:18right but if you are damaging those
11:20products maybe 10 you damaged so then
11:22you will be producing only 45 finished
11:24products right so that is the process
11:26rejection we calculate this process
11:29rejection as fall of rejection rate fall
11:32of rejection
11:34rate and we try to reduce it to less
11:39than 2% in some organization maybe less
11:42than 5% 1% so anywhere if you are lying
11:46between 2 to 3% that means it's fair
11:48enough but that depends upon your
11:51industry to industry but now we are into
11:53the era of uh advanced technology where
11:56why even 2 to 3% Pro process rejection
11:59we are allowing that means every 100 AC
12:03we are manufacturing 2 to three will be
12:06defected right so you just imagine if
12:09those defected AC's are shipped to the
12:12market how the product image will be
12:15done in the market about your brand
12:17right the experience customer will carry
12:19the experience customer will share with
12:21the other you know customers right so
12:24that means while your brand image in the
12:26long run so you need to be careful uh
12:29with this process rejection so
12:31technology integration is another tool
12:33which we can use to you know eliminate
12:36the waste and Implement lean Logistics
12:39and uh how we can we have seen that in
12:41logistics when when you are talking
12:43about Transportation so in
12:44transportation how route optimization
12:46you can do how you can reduce the
12:49distance how you can pick the better
12:51route as per the environmental condition
12:53considering the accidents on the road
12:55considering the road condition
12:57considering the traffic jams and then
12:59your software is giving you the
13:01instruction that you can take the other
13:03route it will be faster than the this
13:05route right so if you can reduce that
13:07during your transportation again cost
13:09will come down because you will consume
13:11less uh your fuel that is one way you
13:15can use the transportation management
13:16software the other thing is Warehouse
13:19dist uh management we talked about how
13:21within Warehouse you can fully utilize
13:24the capacity if some part of Warehouse
13:27is lying bant all the time you can
13:29collaborate for you can go for
13:30consolidation horizontal integration
13:32where you can maybe your competitor's
13:34product also you can store in your cold
13:36storage house if that is the requirement
13:39right then uh how you can ensure by
13:42implementing those uh software warehouse
13:45management software you can ensure the
13:48proper stock rotation if you are
13:50ensuring that then no inventory will go
13:53uh outdated or expired right so you can
13:56in that way ensure the complete
13:58utilization of the inventry as well so
14:00these kind of software then handling and
14:02all that you can maintain quickly
14:04because it's a big large your Warehouse
14:07facility how quickly and easily you can
14:10identify the item and then ship that
14:12item with your corer partner so that on
14:14time delivery can happen with the End
14:16customer so these are some of the
14:18software we can use and during
14:20distribution Network also you can see
14:23how you can consolidate more uh you know
14:27uh final products or ship so that
14:30instead of making 10 different
14:32deliveries can you manage with the two
14:34uh uh shipments so all those 10
14:37deliveries uh in that particular pin
14:39code or reason right so that these kind
14:41of software will help you to minimize
14:43the uh your waste and uh obviously the
14:46performance will be improved sustainable
14:49packaging practices so obviously uh we
14:53should Target to recyclable and
14:55biodegradable uh packaging which should
14:57have a minimum impact on the the
14:59environment even whatever packaging you
15:02decided the material then you know what
15:04is going to be the footprint whether it
15:05is recyclable how you are going to
15:07recollect and all that but there are
15:09some other parameters which you need to
15:11take care when you are going for you
15:13know deciding the packaging right size
15:15of packaging so we we have seen that
15:18video when your the container is
15:20carrying the boxes like this so all size
15:24of the boxes are not equal and inside
15:26that boxes box the product is carrying
15:29only this much space so this much is
15:31only packaging or maybe extra packaging
15:34you are adding for just safety measures
15:36so how we can reduce If the product is
15:39only up to this how we can reduce this
15:41extra layer of packaging right so right
15:44size of packaging will help you to
15:46reduce the to help uh to utilize the
15:49complete you know container space right
15:52and in that way you can be more
15:54efficient root optimization already we
15:56talked about you need to see distance
15:58tra trffic condition delivery time what
16:01are the requirement from the customer
16:02and if you can minimize the distance and
16:04travel obviously the fuel consumption
16:07will be less vehicle Veer and tier will
16:10be less so overall Transportation Matrix
16:13performance Matrix you can
16:16improve so another your Technology based
16:19solution where you can go you know
16:21Performance Based contracts when you are
16:23going for uh Contracting your Logistics
16:26things right so you can uh uh go for
16:29your smart contracts kind of concept or
16:32uh you can evaluate your vendors
16:35continuously right whether they are your
16:38logistic partner career partner are
16:40doing ontime delivery whether uh orders
16:43are delivered accurately inventory
16:45accuracy how much inventory on record
16:47you have and physically if we'll verify
16:50so how what is the gap in that so if you
16:54have completely automated kind of
16:56Warehouse system so there will be
16:58absolutely no Gap right so that we can
17:01uh in that way we can optimize the
17:03operation and we can minimize the cost
17:07demand forecast and planning so if you
17:10are accurately predicting the demand
17:12using whatever predict analytics you are
17:14using using software interacting with
17:17the customers or your sales team
17:19interacting with the customer so then
17:21you can go for inventory management and
17:24you can ensure that over production is
17:26also not happening and also you are not
17:29out of stock in the market so whenever
17:31customer is coming to your retail shop
17:33or your website you are always in the
17:36position to deliver the product right so
17:38this you can predict the demand
17:40accurately by taking historical data
17:43market trends and customer feedback but
17:46sometimes because these are kind of
17:48historical data you are using and you
17:49can exate the trend and you can predict
17:51the future but sometimes some emergency
17:55situations may happen so because of that
17:57sometimes demand may come come down
17:59sometime demand may rise up so if you
18:02take very uh relevant case of covid-19
18:05you might have seen the all the
18:08production houses they uh face
18:10challenges related to demand because in
18:13automobile sector as well right so our
18:15production reduced we shut down the
18:17operation and all the but if you talk
18:19about the medical supplies if you talk
18:21about even the common men started using
18:24mask gloves face Shields goggles and all
18:27those things and hand sanitizer right
18:28right so earlier how frequently we were
18:31using now almost four five years now
18:34again you see the condition how
18:35frequently we are using the hand
18:36sanitizer gloves and all those things
18:38right so this this was opportunity for
18:41those companies but yes was Major
18:44setback for major part of the economy
18:47right we can come with the model
18:49Transportation solution where we can
18:52standardize the container size uh uh by
18:56considering the packet size we should
18:59uh also fix the product packaging size
19:02so that the 100% container size uh
19:05capacity can be utilized and we should
19:07go for Intermodal kind of Transportation
19:10so that the overall cost can be
19:12minimized and in that way we can be more
19:14sustainable wherever we have the
19:16infrastructure we should go through
19:18ships right or we can go for last mile
19:21delivery we can use the Cycles or maybe
19:24we can use the electrical Vehicles
19:26reverse Logistics optimization we had a
19:29complete session on this reverse
19:31Logistics and then we saw that how
19:34important this is that if the product is
19:37coming uh unused product is coming or
19:39product is coming back because of barant
19:42failures or product is coming back at
19:44the end of life so how your uh reverse
19:47Supply uh chain should be equally uh
19:50efficient as we are talking about the uh
19:53forward supply chain so how you can
19:55efficiently ensure the resale of the
19:57product if it is unused how you can um
20:00ensure efficient effective recycling
20:03refurbishment so all those things will
20:05ident uh will help you you know to map
20:08your performance Matrix related to
20:10reverse Logistics optimization so
20:14performance measurement and monitoring
20:16this is important that whatever kpis we
20:18are recording we need to maintain track
20:20those kpis throughout our distribution
20:23Network so only then we can identify
20:25where are the bottlenecks right where we
20:27are lacking and like Kaizen I talked
20:30about so everyday small steps
20:33Improvement will happen only when we
20:35will identify where the Improvement
20:38required at the most where we are
20:40lacking at the most where we are lacking
20:43where we are losing our business right
20:45so how we can be more cost efficient so
20:48some there may be 100 opportunities but
20:50if you'll address out of those 100 maybe
20:53first 10 you will prioritize maybe you
20:55can address 60 70% of the problem of
20:58efficiency right so that we need to find
21:01out so this is the first process value
21:04stream mapping uh we discussed about how
21:07we can identify inefficiencies and
21:09bottlenecks so you need to identify what
21:11are the value adding activities and what
21:13are
21:15the nonv value adding activities non
21:18value adding activities are also known
21:20as supporting
21:24activities and in the end the customer
21:26is getting one package of product where
21:30for delivering that product you are
21:32doing non-v value adding activities as
21:34well you are doing value adding
21:35activities as well now value adding
21:37activities let's say your Logistics is
21:39value adding activities giving the
21:41customer best experience by delivering
21:43the on uh Doorstep Delivery then your
21:46manufacturing who is putting all those
21:48feature into that then your sales team
21:50who is going to address your needs
21:53record your needs and then provide you
21:55product as per your requirement right so
21:57then maybe if you are talking about R&D
22:00if they are coming with new features
22:02renovating their product every time
22:04these are some of the kind of activities
22:06we from these activities as a customer
22:09you can continuously you can drive the
22:10value out of that but non value adding
22:12activity let's say if you're are talking
22:14about human resource management so Human
22:17Resource Management primar function is
22:19to maintain the human resources within
22:21the organization and then you are doing
22:23you are designing your compensation
22:25policies you are designing your
22:27Healthcare benefits you you are
22:28designing all other things related to
22:31your complete package you are giving to
22:33your employees now as a customer whether
22:36you are compensating your employees up
22:39to the industry level or you are below
22:43that average or you are above that
22:44average as a customer if as long as my
22:47product is okay doing well I need not to
22:50bother about that so this is kind of but
22:52this is required I'm not saying that HRM
22:54practices are not required they are
22:56doing training and development program
22:58just to you know keep their Manpower
23:01resources updated but as a customer I I
23:05cannot drive Direct Value out of that
23:07but it is very much required to retain
23:10your employees within the organization
23:12right so these kind of uh like if you
23:14are doing auditing kind of services as a
23:16customer whether your inventory is
23:18matching with your physical inventory or
23:20not how I should B if I'm buying car it
23:24should have five tires I'm getting five
23:26tires whether your inventory l cost some
23:29tires damage some tires hardly bother
23:31about that as a customer right so you
23:33need to identify what are value adding
23:35activities what are non value adding
23:36activities and how then you can take
23:39Steps step wise to reduce those non
23:42value adding activities so this is very
23:44by W Edwards Deming one of the quality
23:47Guru so Pioneers in that field he said
23:50that if you don't describe what you are
23:52doing as a process that means you don't
23:55know what you are doing so if your
23:57process whatever you are doing is not
23:59related with the end result so that is
24:01something kind of waste so that is non
24:04value adding activity so how we can
24:07eliminate that waste is value stream
24:09mapping uh this process we'll see five
24:12steps so simple example you can see
24:15earlier the motion of the product is
24:16moving like this jig jaag motion you
24:18just see how it is moving from here to
24:21there and then again to zigzag motion is
24:24there so we identified that extra motion
24:27means extra handling means breakage of
24:31the product means extra cost means
24:35inefficiency so all these things are
24:39related so how we can reduce it with
24:41implementing lean Basics and there will
24:43be the smooth streamline flow so that
24:47Zig jaag flow should not be there so how
24:50we can do that we need to prepare the uh
24:53problem what is the problem we need to
24:55identify the current state by analyzing
24:57the current data and then we need to
24:59develop the future state where we want
25:01to be and then we'll as per that future
25:05uh State we will develop the plan and
25:08we'll try to implement that plan and
25:10we'll then in the end we'll uh again
25:12track that plan whether we implemented
25:15in the same way or uh we will align that
25:18plan with the overall activity so we'll
25:20see step by step uh first you'll prepare
25:24you'll document the change right
25:26whatever you want to change you'll
25:28Define the scope either it is related to
25:31process or you need to change with the
25:33Manpower or you need to change with
25:35technology or you need to change
25:38something else in order to be more
25:40efficient right so you need to identify
25:43the scope and then identify the
25:45requirements if you need to change the
25:47Manpower so why that requirement is
25:50there that means Manpower is not train
25:53fully so you cannot hire and fire just
25:56like that so what you can do you you can
25:58arrange the training and development
26:00programs for those people who are
26:02working on those critical stages so this
26:05is how it will happen so then you need
26:08to set logistics for event uh you need
26:11participants stakeholders if you are
26:13talking about process the process
26:15stakeholders will be there location
26:17where you are going to implement
26:18materials refreshment meals everything
26:20is required to you know this is a kind
26:23of Workshop you are going to conduct
26:25initial basis and then you will analyze
26:27the result of of that then you need to
26:30gather data let's say right now the
26:32problem you identified related to ontime
26:34delivery now this ontime delivery is not
26:37happening because
26:40because the career
26:43partner did not pick the product on
26:48time so that means now I need not to
26:51focus just on the distribution partner I
26:54need to focus on first on the that
26:58partner who was taking the product from
27:01the
27:02seller that career
27:05partner and
27:08shipping to the local Warehouse right
27:12and then from there it is going to
27:14customer right so this problem is with
27:17the this career partner he did not pick
27:19on time so then the problem uh came from
27:24there only so even if this corer partner
27:27is on time but because the initial delay
27:29happened so that will giving you will be
27:32giving you reple effect right so it will
27:34be uh you know effect uh it will affect
27:38your the whole process so you need to
27:41identify if you're talking about actual
27:43lead time what is the lead time output
27:45related issues are there cycle time you
27:48are not able to complete on time so
27:50whether you need to rethink about the
27:52cycle time or you need to uh reduce the
27:55unnecessary activities then defect rate
27:57quality related issues are there so that
27:59means you need to identify that thing
28:02and you need to analyze the collect the
28:04data right if I'm saying that map the
28:07flow of item and delivery ontime
28:10delivery was one big question so we
28:12mapped this flow of item so product
28:15started the journey from the seller
28:17right actually started the journey from
28:19the raw material supplier and then corer
28:21partner then again shipping agent is
28:23there then local warehouse distribution
28:25partner will be there who will be giving
28:27the uh final product so we need to find
28:30out the flow of the information and in
28:32that flow where the bottleneck is there
28:36right we need to identify that we need
28:38to then find out the future State okay
28:41future State and action plan now we
28:43identified that uh if we are saying 5
28:47days it will take so uh it will give you
28:51only 12 hours to the corer partner to
28:54pick the product from the seller right
28:56so if it is taking more than 20 hours
29:00you need to identify that this is the
29:02target this is the gap so you need to
29:03identify this as future state that we
29:05need to Target 12 hours that is maximum
29:08we can go for and then we will
29:10communicate this with the career partner
29:12that you need to pick after recording
29:14the order within 12 hours you need to
29:16pick the product right and if it is not
29:18happening maybe you need to change the
29:20technology because you are not able to
29:22share information quickly so then you
29:23need to do and then maybe sometimes
29:25training is required so let's say we'll
29:28explore this uh uh one worksheet uh the
29:32process or function let's say we are
29:34shipping the wrong
29:36product and why this happened Oris
29:39problem uh maybe the person who was
29:42sitting on that recorded wrong order
29:47wrong
29:47order recorded right now action items
29:51what we will do why the wrong order
29:53recorded I as a j customer I place the
29:56order with the restaurant and maybe
29:59restaurant uh that information was not
30:01shared accurately and in the end when I
30:04communicated with my kitchen so I
30:07communicated wrong items right so now
30:11lack is because human intervention is
30:15there why uh is it possible can be
30:19replac this if the order is directly
30:22coming to Jato can we share the exact
30:24information with the kitchen uh as uh
30:27through that Network so that this wrong
30:29shipment of item will not happen so
30:32we'll share that this who is responsible
30:34for this the technology people R&D
30:37people who can develop this platform
30:38right due date how we can Implement that
30:41and then we we'll record the matrices
30:43how we can uh improve those uh
30:46performances right and then in the end
30:48once we decided that this technology
30:51will be implemented so that we can
30:52ensure the uh delivery of the right
30:55product we need to execute the plan
30:58right and then once executed we need to
31:01align this and maybe many reviews may be
31:05required with respect to what you have
31:07been doing earlier right and then
31:09implementation and results whether that
31:12really affecting your performance Matrix
31:14or not that you need to record right so
31:18if the investment is this much right
31:21investment is this much and your result
31:23is this much you need to rethink about
31:26that because you contributed so much but
31:28the result is so maybe then you are
31:30addressing the wrong issue so then uh
31:33one you again you will review you will
31:35review in the with respect to the
31:37environmental changes right and then you
31:39will communicate the results whatever
31:41changes are required you will update
31:43those changes with the your technical
31:45team and in the end you will ensure that
31:47that wrong delivery should not happen a
31:50very simple example how we can implement
31:52this right so if you see I want to
31:55steple a paper and the complete process
31:58is given here I'll pick up the paper 1
32:02second I will take walk to steppler 5
32:04second I will take steple 2 seconds walk
32:07to desk again 5 Seconds put down the
32:10paper 1 second so total time if you will
32:13add is 6 8 13 14 right and if you'll see
32:19total distance you traveled is 140 40 ft
32:23but value added time is only you picked
32:26up the paper you stle the paper and you
32:29put down the paper that is only 4
32:31seconds so those 10 seconds are waste
32:36and value added distance no distance was
32:39required if your paper and Pen uh your
32:42steppler is there only this is very
32:43simple example so that distance also you
32:46can minimize right so you can see how
32:49you can be productive value added time
32:51was only
32:5228% so rest whatever you were doing was
32:55waste right so 72 2% of the things you
32:58are doing is waste right so uh we'll
33:02continue this discussion with the uh
33:05some uh more methodologies how we can
33:07implement the lean Logistics and
33:09obviously we'll go for one case so uh
33:12this is the reference list from where
33:14the content has been prepared and you
33:15can refer uh these books for more
33:18understanding better understanding of
33:19this right so uh that's all from this
33:22session we'll continue discussion on
33:24different methodologies in lean
33:26Logistics while you plan to implement
33:29lean Logistics in your operational area
33:31right and we'll go for uh uh Toyota
33:34production system as case study so thank
33:36you very much

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