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Creating Flow Through Value Streams
Based on Learning to See by Mike Rother & John Shook Published by the Lean Enterprise Institute, 1998; available at www.lean.org
The aim of Production Excellence is: An approach to seeing waste, removing waste and sustaining improvements in the production processes and associated activities
Introduction to Lean The Current State Map Exercise 1: Your Current State 1. 2. Implementing the Future State Conclusion . The Lean Value Stream The Future State Map Exercise 2: Your Future State 1. 2.Learning Framework 1. 2.
hands-on manner. Develop your ability to design future state Value Streams. 4. 2.Value Stream Mapping Workshop Objectives: 1. 5. 3. Introduce Value Stream Mapping in a practical. Understand what really makes a Value Stream ‘Lean’. Develop a successful implementation plan that gets it done! . Teach the language of Lean.
Introduction to Lean Current State The Lean Value Stream Future State Implementing the Future State Conclusion Introduction to Lean .
Getting Started What is Lean? Where did it come from? What is Value? Who defines Value? .
Types of Activities Incidental Work Pure Waste Value .
The Flow of Value Value Stream Mapping “A new pair of Lean glasses” .
Provides a roadmap for change that yields bottom line results. Identifies the current operating philosophy.Value Stream Mapping Enables everyone to see the waste simply and easily. Provides a system-level view. . Snapshot from the customer’s perspective.
Lean Enterprise Institute.Value Stream Improvement & Process Improvement Process A Process B Process C Raw Material Finished Product Customer Value Stream: Learning to See. Mike Rother & John Shook. 1998 .
Sample Current State Map Forecast Supplier Weekly Order Productio n Control Forecast Weekly Order Customer Weekly Schedule Daily Weekly Cut I 7 days Weld I 400 Pack I 450 Ship I 250 1 PT = 120 s CT = 120 s UT = 100% CO = 0 1 PT = 55 s CT = 55 s UT = 100% CO = 10 m 1 PT = 70 s CT = 70 s UT = 85% CO = 10 m 1 .
Using the Value Stream Mapping Tool Implementation Plan Future State Map Current State Map Product Family Definition .
. . Assembly Electrical Assembly Final Assembly Welding & Test Stamp Identify Product Families Sensor Activated Arm X X X X X X X X X X X X X X X X X X X X X X X X Products Laser Activated Arm Manual Activated Arm Radon Detector XS2 Servo Motor XS4 Servo Motor X X X X X X X . . based on similar “downstream” or dedicated processing steps Process Steps & Equipment Injection Mold Configure Mech.
Levels of a Value Stream Process Level Single Plant (door to door) Multiple Plants Across Companies Balance Charting and “cell” design This Class Macro Mapping Global Mapping .
and work your way up. material flow and information flow in a value stream. You should always start mapping at an individual process level. 2. . Determining Process Families is the step most companies tend to skip when using Value Stream Mapping. A Value Stream is defined as all the Value Added activities required to bring a product from raw material to the customer. 3. A Value Stream Map shows the people flow.Section 1 Quiz – True or False 1. 4.
Introduction to Lean Current State The Lean Value Stream Future State Implementing the Future State Conclusion Current State .
Current State Map Product Family Definitio n Current State Map Future State Map Implementation Plan Understanding how the shop floor currently operates Draw both the material & information flows. Walk the flow to get actual data by observing: Do not use engineering or standard times Always use a pencil . Follow a “control part” from receiving dock to shipping dock.
Be sure to ask questions.EMC Supply Case Study The following pages contain case study information on EMC Supply. or let the instructor know if things are moving too fast. . Becoming proficient with mapping Value Streams requires practice – draw the EMC current state value stream map along with the instructor.
This case concerns one product family consisting of the following products: Sensor-Activated Arms.350 “manually-activated arms” per month ABC Industrial Supply operates on two shifts Shipping requirements: Palletized cartons with 10 arms per carton and up to 10 cartons per pallet. The customer orders in multiples of cases. Current State Data Set EMC Supply Co.000 pieces per month EMC Working Time: 20 working days per month Two shift operation in all production departments Employees are paid for eight hours every shift Two 15-minute breaks during each shift Manual processes stop during breaks Unpaid 30-minute lunch 2. Customer Requirements: 6.EMC Supply Co. Data Set The Electro-Motion Control (EMC) Supply Company builds products for the motion control and electronics industries. Shipments are made daily to the distribution facility by truck .600 “sensor-activated arms” per month 2.050 “laser-activated arms” per month 1. Laser-Activated Arms and Manually-Activated Arms. These components are sent to the ABC Industrial Supply (the customer).
moved to a Welding operation. containers of plastic are supplied by Aspen Plastics. Additionally. The finished products are then staged and shipped to the distribution center on a daily basis. a bracket is Stamped. 500 lb. . then onto Mechanical Assembly to be attached to the housing. the processes for this product family involves: Injection Molding Mechanical Assembly Electrical Assembly Final Assembly Configure & Test. Current State Data Set EMC Production Processes At EMC. and are delivered twice per month.EMC Supply Co. 100 ft steel coils are supplied by Stanley Steel Co. Deliveries are made to EMC once per week.
Issues a 6-week forecast to Stanley Steel via MRP. and Testing processes Issues daily shipping list to Shipping Department. Stamping.EMC Supply Co. WIP inventory levels. Receives daily firm faxed order from ABC Industrial Supply. and anticipated scrap and downtime. F/G inventory levels. and Mechanical. Secures plastic containers by monthly faxed order release to Aspen Plastics. Welding. Final Assembly. Current State Data Set EMC Production Control Department: Receives ABC Industrial Supply’s 6-week forecast via MRP. Issues weekly build schedules to Molding. . Electrical. Secures coil steel via weekly fax order to Stanley Steel Co. Issues a 12-week forecast to Aspen Plastics via MRP. Generates MRP based weekly departmental schedules based upon customer orders.
10 of those cartons go on each pallet. .EMC Current State Map Walking the Value Stream Hmmm . That’s all I have time to look up for you now – it’s our morning break. Some of the pallets are over there. ABC Distribution gets daily shipments from us – Production Control gives us the daily ship list. You can see that Arm Assemblies get packed into cartons that hold 10 each. We ship once per day. here we go. . . Shipping Dept.
about 95% I 720 Sensor I 464 Laser I 285 Manual Configure & Test Workstation . and I just make sure I have all that done by the end of the week. Changeover? None. Uptime? It’ s pretty good. How do I know what to do next? I get a weekly schedule from Production Control (like everyone else). the test fixture is universal.EMC Current State Map Walking the Value Stream I perform a diagnostic test on the Arm Assemblies. It takes me about 150 seconds to do each.
No changeover.EMC Current State Map Walking the Value Stream I work on the SensorActivated. They all take the same time. the LaserActivated. and the bench is always available for work. I 460 Sensor I 325 Laser I 270 Manual Final Assembly Workstation . and the Manual ones too. about 135 seconds for each.
the LaserActivated. I 380 Sensor I 265 Laser I 140 Manual Electrical Assembly Workstation . No changeover. they all take about 210 seconds for each.EMC Current State Map Walking the Value Stream All I work on are the SensorActivated. It doesn’t matter which one I work on. and the Manual Arms. and the bench is always available for work.
I need both brackets from Stamping. No changeover. It takes the same time. the LaserActivated. and the housings from that injection Molding machine. and the bench is always available for work. and the Manual Arms. about 165 seconds for each. I 460 Sensor I 255 Laser I 235 Manual Mechanical Assembly Workstation .EMC Current State Map Walking the Value Stream I start the Assembly process for the SensorActivated.
EMC Current State Map Walking the Value Stream Of course I make the housings for those arm assemblies. They go to Mechanical assembly when I’m done. The molder? It’s a pretty good machine. They’re easy to mold – they only take 30 seconds per piece after a 1 hour setup. 100 T Injection Mold I 760 Sensor I 530 Laser I 420 Manual . I also make a few others – you can see some of my finished housings right there. maybe it’s down about 20% of the time.
I 350 Sensor I 275 Laser I 160 Manual . and my welder shuts down a lot – its uptime is about 85%. Takes me 5 minutes to make a fixture change. so I avoid it when I can.EMC Current State Map I’m dedicated to making brackets. for those Arm Assemblies and can make one about every 60 seconds. Every once in awhile I leave some work for 2nd shift. but they have a lot to do in their own 8 hours. Walking the Value Stream Welding Workstation My job’s a little tougher than that of the assemblers. My parts are needed in Mechanical Assembly.
The Press is fairly reliable. The press cycles at 1 second – setups take about 45-minutes. I also make quite a few other parts – There are some finished brackets right there.EMC Current State Map Walking the Value Stream I make the brackets for those arm assemblies. only down about 10% of the time. 150 T Stamping Press I 260 Sensor I 200 Laser I 170 Manual . They go over to Mechanical Assembly next.
containers of plastic for Injection Molding of the housings-right now we have about 12 days worth. Over there are the 500 lb. and we get deliveries from them once a week. That comes in from Aspen Plastics twice per month. Receiving Dock .EMC Current State Map Walking the Value Stream That’s the steel coil that we turn into brackets at Stamping– got 7 days on hand right now. Comes to us from Stanley Steel Company.
We also provide them with a 12week forecast electronically via MRP. Production Control .I guess. Plastic containers are ordered from Aspen Plastics by a monthly fax release..EMC Current State Map Walking the Value Stream Supplier Questions? Okay…. through a sixweek forecast that we issue directly through MRP. Steel coil from Stanley Steel? We place orders for that weekly via e-mail. They get some planning notice from us as well.
Value Stream Mapping always starts with the customer.Section 2 Quiz – True or False 1. . 2. The Lead-Time Ladder depicts the ratio of Value-Added time to Non-Value Added time. 3. The best way to Value Stream Map is in a conference room using system data.
Multiple parts competing for a shared resource like heat treat or inspection? Multiple machines of the same function? Parts inside the heat treat oven? Rework Processes? Rework loops? . 2. 1. 5. 4. 3.How Would You Map….
Combine individual efforts into one team drawing. Be sure to draw both material and information flows. and highlight problems and opportunities that were identified. Introduce yourself to operators and explain your task. .practice is essential! Calculate the rate of customer demand. Briefly walk the class through the flow. Remember to include the Lead-Time Ladder at the bottom. The whole team will present to the class (10 minutes).Team Tips – Your Current State Map Everyone draws . Make an overhead transparency.
Introduction to Lean Current State The Lean Value Stream Future State Implementing the Future State Conclusion The Lean Value Stream .
7d 3.9 days L/TM 690 sec P/TM 721 sec P/T S .1d UP = 85% 60 s 2./Pallet Shipping I 12 Days (Containers) I 760 “S” I 460 “S” I 380 “S” I 460 “S” I 720 “S” C/T=30s C/O=60 min 530 “L” 420 “M” C/T=16 5s C/O= 0 UP =100% 165 s 255 “L” 235 “M” C/T=21 0s C/O= 0 UP =100% 210 s 265 “L” 140 “M” C/T=13 5s C/O= 0 UP =100% 135 s 325 “L” 270 “M” C/T=15 0s C/O= 0 UP = 95% 464 “L” 285 “M” 25.050 Laser 1.350 Manual Stanley Steel 1x Week Stamping I 7 Days (Coils) I 260 “S” Welding I 350 “S” 275 “L” 160 “M” 2 Shifts 1x Arms/Ctn. Daily 10 C/T=1s C/O=45 min UP = 90% 1s Molding 200 “L” C/T=60s 170 “M” C/O=5mi n 7d 2.000 pcs/mo 2.600 Sensor 2.9d 150 s 31.6d 3.9 days L/T S 12d UP = 80% 30 s 5.EMC Current State Aspen Plastics 12-wk Forecast Monthly Fax 6-wk Forecas t Wkly Fax Production Control MR P Weekly Schedule 2x Month 6-wk Foreca st Daily Firm Order Daily Ship Schedule ABC Industrial Supply 6.6d Mechanical Electrical Final Testing 10 Ctns.2d 2.5d 4.
Improving EMC How should we improve EMC’s current state? Where is our greatest opportunity for improvement? Which process should we target first? What departments will we need for Brainstorming sessions? .
Lean Guidelines Takt time Finish goods strategy Continuous flow FIFO Pull Schedule only one point Interval Pitch Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .
System Efficiency .How fast should we produce? Point Efficiency vs.
Takt Time Customer demand rate Used to synchronize the pace of production and customer demand Effective working time per time period Takt time = Customer demand per time period = 450 minutes 150 pieces =3 minutes .
. Customer Build to a supermarket . .Finished Goods Strategy Build to shipping . . . Customer Assembly Shipping Assembly Shipping supermarket Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .
Continuous Flow Processing Batch processing – one minute per piece A B C Continuous flow – make one move one A B C Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .
How do we connect separate processes? Molding Assembly Shipping Customer How do I know what to work on next? How do I know what to work on next? How do I know what to work on next? .
that’s it. and the pipe is only so big. Process A Process B FIFO . Once you fill it. They always come out in the same order.FIFO – First In First Out FIFO is a form of flow FIFO is similar to ping pong balls going through a pipe.
Supermarket Pull System Customer goes to supermarket and gets what they need when they need it Supplier produces to replenish what was withdrawn production kanban withdrawal kanban Supplying Process new product A B C D Customer Process withdrawn product supermarket Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .
Try to Schedule Only One Point customer 1 supermarket 2 3 4 customer pull 1 2 FIFO 3 FIFO 4 Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .
Establishing an interval Weekly Demand Plastic Arm Steel Arm Aluminum Arm Titanium Arm 1000 600 300 100 Product A B C D Production capability .400 per day .
Establishing an interval Product A B C D Description Plastic Arm Steel Arm Aluminum Arm Titanium Arm Total: 400 400 400 400 Mon 400 Tues 400 Wed 200 200 400 300 100 400 Thurs Fri Interval = ? .
Establishing an interval Product A B C D Description Plastic Arm Steel Arm Aluminum Arm Titanium Arm Total: Mon 200 120 60 20 400 Tues 200 120 60 20 400 Wed 200 120 60 20 400 Thurs 200 120 60 20 400 Fri 200 120 60 20 400 Interval = ? .
. . or not fast enough? . . . . if defective parts are made? . if a machine breaks down? . .What if there are problems? . if we are rowing too fast.
How are we doing in terms of meeting Customer demand. 1 week 1 day 1 shift 1 hour 1 takt Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .Visual Management Time Frame How much work do we schedule & take away at the single point of scheduling? This amount is our management time frame – how quickly we identify & can react to problems.
9:00 p.m 3:30 p.m. 8:30 p.Load Leveling Box 1st Shift 2nd Shift 7:00 a. 5:00 p...m.m. 7:30 a.m.m.m.m. Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 . 8:00 a.m. A B C D .m 3:00 p. 4:30 p. 4:00 p.
” . 2. 4. FIFO is a form of flow. because it moves people closer. Pitch provides a “management time frame. 3. Takt Time is the Customer Demand Rate. Continuous flow is the best way to perform work.Section 3 Quiz – True or False 1.
4. uptime.g. 9. changeover. 6. training) . 3. What is our Takt time? What is our Finished Goods strategy for this Value Stream? Where can we implement continuous flow? Where can we implement FIFO? Where do we have to use supermarket pull systems? At what single point in the Value Stream do we initiate production? What interval can we support at the pacemaker? What is our management time frame at the pacemaker? What process improvements will be necessary? (e. 7. 8. 5. 2.Future State Questions Product Family Definitio n Current State Map Future State Map Implementation Plan 1.
Introduction to Lean Current State The Lean Value Stream Future State Implementing the Future State Conclusion Future State .
FIFO lane pull pitch OXOX load leveling box kanban post manual information flow uptime Delivery of FG to customer General kaizen lightning burst electronic information flow Learning to See Mike Rother John Shook Lean Enterprise Institute 1998 .Future State Icons Material Flow shared resource rework process Information Flow withdrawal kanban kanban arriving In batches production kanban signal kanban 3 multiple machines supermarket FIFO max 50 pcs.
4. Every Interval. EPEI stands for Every Part. 3. A schedule must be issued when a shared resource is encountered and continuous flow is not possible. A Pacemaker should be located closest to the customer in order to respond quickly. 2. Pitch is always calculated by multiplying Takt time by a pack quantity.Section 4 Quiz – True or False 1. .
2. .Future State Mapping 1. 2. 5. 3. Use the future state questions Begin by drawing on your current state map Then draw a fresh future state Go to the shop floor if information is needed Make two overhead transparencies One showing the answers to the 9 questions One showing your Future State Map Present your transparencies (10 minutes) Cover your answers to the 9 future state questions in your debrief 1. 4.
Introduction to Lean Current State Lean Value Stream Future State Implementing the Future State Conclusion Implementing the Future State .
A Plan To Get There Product Family Definitio n Current State Map Future State Map Implementation Plan The future state implementation plan must support organizational business objectives Break down the future state into “loops” Create measurable goals for your value stream plan Relate the future state map to your layout The value stream manager should conduct regular progress reviews with the senior person on-site .
Value Stream Managers Supplier Customer Provide cross-departmental focus on the system Responsible for implementing the future state Usually report to top manager onsite .
… XOXO C/T=1s C/O=45mi n UP = 90% 1 sec 2 Days Stamp Uptime Cartons.5 days L/T S 7 days L/T M 690 sec P/T M 661 sec P/T S . 60 6-wk Foreca st Daily Firm Order ABC Industrial Supply 6. Assembly & Test Cell 30 Molding Mold C/O C/T=30s C/O=60mi n UP = 80% 30 sec Mold Uptime 2 days 60 2 Days 30 Takt = 180 sec Weld C/O 2 Days Cartons 3 Days (Containers) Weld Uptime P C/T= 170 sec P/T = 660 sec.000 pcs/mo 2.5 Days (Coils) SLM.SLM./Pallet Shipping 1.Aspen Plastics 12-wk Forecast Daily Fax 6-wk Forecas t Daily Fax 60 Stamping Production Control MRP 3x Week Stanley Steel Takt=180 sec Daily Ship Schedule Pitch=30 min.600 Sensor 2.350 Manual 2 Shifts 10 Arms/Carton.050 Laser 1.5 days 2 days 60 Weld. 1 x Daily10 1 x Daily Stamp C/O 1. Op = 4 660 sec Work Balancing 2 days 3 days 5.
no schedule Load leveling box used to schedule Larry Mary Mary Peter Peter Complete On time Behind . .Implementation Plan Implementation Plan – EMC Stamping Value Stream – Steering Brackets Value Stream Manager – Mary Brown Bus.Pacemaker Reduce value stream Improve welder uptime inventory and customer lead times Reduce welder changeover Achieve one piece flow Establish FG supermarket Run at pitch Value Stream Loop #2 – Molding Loop Reduce post-Molding WIP Establish . UP > 90% C/O < 1 min Zero WIP Two days FG. . Objective VS Objective Goal Respon Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Status Value Stream Loop #1 .
Conducting Value Stream Reviews Review progress at least at a two week “pitch” Value Stream Manager reviews with senior person on-site Conduct the review by walking the flow with the value stream plan Focus on those items not yet completed Senior person enables change and provides assistance with harder items .
Value Stream Manager’s Tools 5S TPM QuickChangeover Market Feedback Mistake Proofing Standard Work Process Certification .
Value Stream Manager’s Tools Pareto Analysis Problem Solving Fishbone Diagram Affinity Diagrams PDCA .
4. in a conference room. Value Stream reviews should occur at quarterly meetings. and reports to the top person on-site. 2. Until a Future State with less waste has been implemented. you haven’t created any value.Section 5 Quiz – True or False 1. A Value Stream Manager has responsibility to improve the end-toend Value Stream. A Value Stream should be broken into loops for implementation. 3. .
Introduction to Lean Current State The Lean Value Stream Future State Implementing the Future State Conclusion Conclusion .
Using the Value Stream Mapping Tool Implementation Plan Future State Map Current State Map Product Family Definition .
Implementation Appoint a Value Stream Manager Walk the flow at regular “pitch” intervals Use point kaizen at the process and value stream level Process Improvement Value Stream Improvement .
Value Stream Mapping Helps you visualize flow to the customer Links a value stream’s material and information flows Uses a common language Creates a Strategic Improvement plan based on a systemic process Improvement Plan yields bottom line results .
Value Stream Mapping Workshop
Objectives: 1. 2. 3. 4. 5. Teach the language of Lean Introduce value stream mapping in a practical manner by doing it Understand what really makes a Lean value stream Develop your ability to design future state value streams Develop a successful implementation plan that gets it done!
Mixed Model Value Streams
Based on the book, Creating Mixed Model Value Streams by Kevin J. Duggan and published by Productivity Press, this session will overview practical lean methods for building to demand. We will cover how to develop a mixed model ‘pacemaker’ that can handle a high mix of products, each with different cycle times, variable demand, and other real life challenges. We will discuss concepts of true product families, machine loading, EPEI (Every Part Every Interval), pitch, Heijunka (load leveling) scheduling, standard work, and managing demand changes. These advanced concepts will allow the participant to understand how lean can be applied in real-life complex environments.
•Defining true product families for Value Stream Flow •Creating continuous flow in a mixed-model environment •Methods for machine loading •How to determine equipment based EPEI at the pacemaker •Methods for balancing for flow •Developing pitch and scheduling the pacemaker •Leveling the schedule with Mix Logic Charts •Managing to customer demand changes
For more information about this class, please call Duggan & Associates Inc. at (401) 826-2007, or visit our website at www.dugganinc.com. www.dugganinc.com.
Online Training in Mixed Model Value Streams
This course is available online. It follows the same standard work as the instructor used today. To take this course online, go to www.leantrainingonline.com or www.dugganinc.com
inspection. Processes such as heat treat. This session will cover concepts such as upstream scheduling. •The concepts of branch takt time and average weighted cycle times •The use of FIFO lane systems to flow through shared resources at (401) 826-2007. Learning Objectives •Pacemaker placement in regards to shared resources For more information about this class. or visit our website at www. •The use of flight schedules to handle batch processes •Scheduling and sequencing upstream resources •Managing the flow through shared resources with visual systems such as EPEI wheels . Guaranteed Turnaround Times (GTT). multiple FIFO lanes. and other advanced concepts will be reviewed.dugganinc.Creating Flow Through Shared Resources This advanced session will cover how to create flow through processes that are shared with other value streams. intervals (EPEI) for shared resources.com. please call •Methods for determining intervals (EPEI) for shared resources Duggan & Associates Inc. paint.com. flight schedules and other techniques to create flow through shared resources. www. The concepts of branch takt times. multiple FIFO lanes.dugganinc. and other monument equipment usually restrict value stream flow which result in priority lists and expediting.
This includes understanding supplier delivery capability. finished goods strategies. and supplier improvement techniques. information flows.com. scheduling intervals. For each model. Once connections are established. milk runs.dugganinc. www. different methods for supplier connections will be covered. The type of part and the type of connection will also be covered. This includes identifying the supply chain as Vertically Integrated (V.T. or visit our website at www. The summary of applying supplier connections and supplier integration techniques into vertically integrated or final assembly and test models will also be covered to provide a deep understanding of which model is best for your operation. Illustrate different supply chain models and how lean applies to them at (401) 826-2007.dugganinc. These methods include pull systems. Learning Objectives • • • • • For more information about this class. supplier integration into your value streams will be discussed.Lean Supply Chain The Practical Lean Supply Chain will provide participants with a clear understanding of the fundamental principles behind creating a lean supply chain.A. bread runs.com.I. and others. Understand various methods for supplier connections and what parts should use which connection Understand the differences between supplier connection and supplier integration Introduce methods for supplier integration Duggan & . sequenced FIFO. please call Introduce the practical techniques to create a lean supply chain Associates Inc.) or Final Assembly and Test (F.) models.
different methods for supplier connections will be covered. bread runs. finished goods strategies. www. and supplier improvement techniques.) models.com. These methods include pull systems.Lean Supply Chain The Practical Lean Supply Chain will provide participants with a clear understanding of the fundamental principles behind creating a lean supply chain. or visit our website at www. sequenced FIFO. milk runs. and others.dugganinc. The summary of applying supplier connections and supplier integration techniques into vertically integrated or final assembly and test models will also be covered to provide a deep understanding of which model is best for your operation. Once connections are established. information flows. supplier integration into your value streams will be discussed. The type of part and the type of connection will also be covered. scheduling intervals. This includes identifying the supply chain as Vertically Integrated (V. please call Duggan & .com. Learning Objectives • • • • • Introduce the practical techniques to create a lean supply chain Associates Inc. This includes understanding supplier delivery capability. For each model.I.) or Final Assembly and Test (F.dugganinc.T. Illustrate different supply chain models and how lean applies to them at (401) 826-2007.A. Understand various methods for supplier connections and what parts should use which connection Understand the differences between supplier connection and supplier integration Introduce methods for supplier integration For more information about this class.