Thomas Baes Arteveldehogeschool BEM_3_SCM_01
Samenvatting Supply Chain
Optimization
1
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
Inhoud
1. Part 1: Project Management ........................................................................................................... 5
1.1. Intro Project Management .................................................................................................... 5
1.1.1 Kenmerken van een “project” ........................................................................................... 5
1.1.2 Project Management Driehoek ......................................................................................... 5
1.1.3 Project LifeCycle (= project fases) ..................................................................................... 5
1.1.4 Project Methodologieën ................................................................................................... 6
1.2. Project Initiatie & Planning .................................................................................................... 7
1.2.1 Doel van een project ......................................................................................................... 7
1.2.2 Scope van een project ....................................................................................................... 7
1.2.3 Deliverables ....................................................................................................................... 8
1.2.4 Project planning ................................................................................................................ 8
1.2.5 Project Financials/financiële doelen ................................................................................. 9
1.3. Uitvoering & monitoring...................................................................................................... 11
1.3.1 Tollgate review/Stagegates.............................................................................................. 11
1.4. Project afsluiting .................................................................................................................. 12
2. Part 2: Process Optimization ......................................................................................................... 13
2.1. Introductie lean management ............................................................................................. 13
2.1.1 Toyota production system ............................................................................................... 13
2.2. Introductie six sigma (6S)..................................................................................................... 14
2.2.1 De Six Sigma methode offert ........................................................................................... 14
2.2.2 Theory of constraints ...................................................................................................... 15
2.3. Principes van Womack ......................................................................................................... 15
2.3.1 1. Specify value ................................................................................................................ 16
2.3.2 2. Identify the value stream - VSM .................................................................................. 17
2.3.3 3. Create FLOW ................................................................................................................ 18
2.3.4 4. Let the customer ‘pull’ value ....................................................................................... 19
2.3.5 5. Pursuit of perfection.................................................................................................... 19
2.4. Lean filosofie van Toyota ..................................................................................................... 20
2.4.1 Principle 1: base management decisions on LT philosophy, even at the expense of ST
financial goals................................................................................................................................ 21
2.4.2 Principle 2: create continuous flow to bring problems to the surface ............................ 21
2.4.3 Principle 3: use pull systems to avoid overproduction .................................................... 22
2.4.4 Principle 4: level out workload (heijunka)....................................................................... 22
2.4.5 Principle 5: build a culture of stopping to fix problems, get quality right the first time . 23
2
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
2.4.6 Principle 6: standardized tasks and processes are the foundation for continuous
improvement and empowerment................................................................................................. 23
2.4.7 Principle 7: Use visual control so no problems are hidden ............................................. 24
2.4.8 Principle 8: only reliable, thoroughly tested technology that serves the people and
process 24
2.4.9 Principle 9: grow leaders who thoroughly understand the work, live the philosophy and
teach others .................................................................................................................................. 24
2.4.10 Principle 10: develop exceptional people and teams who follow your company’s
philosophy 24
2.4.11 Principle 11: respect, challenge and help your suppliers ........................................... 24
2.4.12 Principle 12: go and see for yourself to thoroughly understand the situation (Genchi
genbutchu – go to the gemba – go and see)................................................................................. 25
2.4.13 Principle 13: make decisions slowly by consensus, thoroughly considering all options
and implement quickly.................................................................................................................. 25
2.4.14 Principle 14: become a learning organization by relentless reflection (Hansei) and
continuous improvement (kaizen) ................................................................................................ 25
2.5. Lean tools............................................................................................................................. 25
2.5.1 Flow, Line balancing and Spaghetti diagram ................................................................... 26
2.5.2 Generic pull system ......................................................................................................... 26
2.5.3 WIP .................................................................................................................................. 27
2.5.4 The sea of inventory, Standardized work, 5S, Kanban, Improvement board and Poka
Yoke 27
2.5.5 5 times why ..................................................................................................................... 28
2.5.6 SMED ............................................................................................................................... 29
2.5.7 OEE – overall equipment effectiveness ........................................................................... 29
2.5.8 Ishikawa ........................................................................................................................... 30
2.6. Process optimization methods ............................................................................................ 31
2.6.1 Processen ........................................................................................................................ 31
2.6.2 kwantitatieve data analyse .............................................................................................. 32
2.6.3 Kwalitatieve 5W2H .......................................................................................................... 33
2.6.4 Kaizen .............................................................................................................................. 33
2.6.5 CAPA ................................................................................................................................ 34
2.6.6 Where do lean and six sigma meet? ............................................................................... 34
2.6.7 Six sigma & DMAIC .......................................................................................................... 35
3. Change management .................................................................................................................... 38
3.1. Introduction to change management .................................................................................. 38
3.2. Change management in practice ......................................................................................... 38
3.2.1 Kotter change management ............................................................................................ 39
3
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
3.2.2 Kubler-Ross ...................................................................................................................... 39
3.2.3 Change model – starting conditions for change.............................................................. 41
3.2.4 ADKAR ............................................................................................................................. 41
3.2.5 McKinsey 7S model: ........................................................................................................ 42
4. Supply chain management en Finance ......................................................................................... 43
4.1. Supply chain management – recap ..................................................................................... 43
4.1.1 Supply chain management definition ............................................................................. 43
4.1.2 Recap Y1 and Y2 .............................................................................................................. 44
4.2. Supply chain finance ............................................................................................................ 46
4.2.1 The supply chain triangle ................................................................................................ 46
4.2.2 Financial benchmarking in two dimensions .................................................................... 51
4.2.3 Financial target setting .................................................................................................... 52
4.2.4 The KPI dashboard........................................................................................................... 55
4
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
1. Part 1: Project Management
1.1. Intro Project Management
- Kenmerken van een “project”
- Project management driehoek
- Rol van projectleider (PL)/ project manager (PM)/ project organisatie
- Project LifeCycle/ Project Fases
- Project Methodologieën
1.1.1 Kenmerken van een “project”
Typische eigenschappen van een project:
- Tijdelijk en uniek
o Projecten → duidelijke start en einde met uniek doel/resultaat
- Multidisciplinair
o Vereist samenwerking tussen verschillende teams en afdelingen
- Doelgericht
o Gericht op leveren van waarde binnen vastgestelde tijd, kosten en kwaliteit
Project management = het proces van plannen, organiseren, leiden en controleren van middelen om
specifieke projectdoelen te bereiken
1.1.2 Project Management Driehoek
Balanceren van deze 3 dimensies om een project succesvol af te ronden = challenge van project
management
- Startpunt
o Scope – Cost & Tijd gebalanceerd
o Met bepaalde Quality als output
1.1.3 Project LifeCycle (= project fases)
Klassieke (theoretische) indeling: 5 project fases
- Initiatie
o Het projectidee wordt ontwikkeld en goedgekeurd
5
, Thomas Baes Arteveldehogeschool BEM_3_SCM_01
- Planning
o Gedetailleerde plannen worden gemaakt voor tijd, budget en middelen
- Uitvoering
o Plannen worden uitgevoerd en het werk wordt gedaan
- Monitoring en controle
o De voortgang van het project wordt gevolgd en aangepast waar nodig
- Afsluiting
o Het project wordt afgerond en geëvalueerd
Er zijn 3 fases:
- Project opstart → initiatie en planning
- Project uitvoering → uitvoering + monitoring en controle
- Project afsluiting → afsluiting
Duurtijd per fase → sterk verschillend
In deze cursus → de 3 geclusterde fases worden besproken
Mapping steeds maken met:
- Project initiatie
- Project uitvoering
- Project afsluiting
1.1.4 Project Methodologieën
= voorgedefinieerde aanpak voor een project
- = systematische en gestructureerde aanpak die wordt gebruikt om projecten te plannen, uit
te voeren, te beheren en af te ronden. Het biedt een set van processen, best practices,
principes, en regels die projectteams begeleiden bij het organiseren en uitvoeren van hun
werk om de gewenste projectdoelen te bereiken
- Enkele voorbeelden
o Waterfall/waterval
o Agile
o Prince2
o PMBOK
o 6Sigma (→ Green Belt, Black Belt)
o …
6
Samenvatting Supply Chain
Optimization
1
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
Inhoud
1. Part 1: Project Management ........................................................................................................... 5
1.1. Intro Project Management .................................................................................................... 5
1.1.1 Kenmerken van een “project” ........................................................................................... 5
1.1.2 Project Management Driehoek ......................................................................................... 5
1.1.3 Project LifeCycle (= project fases) ..................................................................................... 5
1.1.4 Project Methodologieën ................................................................................................... 6
1.2. Project Initiatie & Planning .................................................................................................... 7
1.2.1 Doel van een project ......................................................................................................... 7
1.2.2 Scope van een project ....................................................................................................... 7
1.2.3 Deliverables ....................................................................................................................... 8
1.2.4 Project planning ................................................................................................................ 8
1.2.5 Project Financials/financiële doelen ................................................................................. 9
1.3. Uitvoering & monitoring...................................................................................................... 11
1.3.1 Tollgate review/Stagegates.............................................................................................. 11
1.4. Project afsluiting .................................................................................................................. 12
2. Part 2: Process Optimization ......................................................................................................... 13
2.1. Introductie lean management ............................................................................................. 13
2.1.1 Toyota production system ............................................................................................... 13
2.2. Introductie six sigma (6S)..................................................................................................... 14
2.2.1 De Six Sigma methode offert ........................................................................................... 14
2.2.2 Theory of constraints ...................................................................................................... 15
2.3. Principes van Womack ......................................................................................................... 15
2.3.1 1. Specify value ................................................................................................................ 16
2.3.2 2. Identify the value stream - VSM .................................................................................. 17
2.3.3 3. Create FLOW ................................................................................................................ 18
2.3.4 4. Let the customer ‘pull’ value ....................................................................................... 19
2.3.5 5. Pursuit of perfection.................................................................................................... 19
2.4. Lean filosofie van Toyota ..................................................................................................... 20
2.4.1 Principle 1: base management decisions on LT philosophy, even at the expense of ST
financial goals................................................................................................................................ 21
2.4.2 Principle 2: create continuous flow to bring problems to the surface ............................ 21
2.4.3 Principle 3: use pull systems to avoid overproduction .................................................... 22
2.4.4 Principle 4: level out workload (heijunka)....................................................................... 22
2.4.5 Principle 5: build a culture of stopping to fix problems, get quality right the first time . 23
2
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
2.4.6 Principle 6: standardized tasks and processes are the foundation for continuous
improvement and empowerment................................................................................................. 23
2.4.7 Principle 7: Use visual control so no problems are hidden ............................................. 24
2.4.8 Principle 8: only reliable, thoroughly tested technology that serves the people and
process 24
2.4.9 Principle 9: grow leaders who thoroughly understand the work, live the philosophy and
teach others .................................................................................................................................. 24
2.4.10 Principle 10: develop exceptional people and teams who follow your company’s
philosophy 24
2.4.11 Principle 11: respect, challenge and help your suppliers ........................................... 24
2.4.12 Principle 12: go and see for yourself to thoroughly understand the situation (Genchi
genbutchu – go to the gemba – go and see)................................................................................. 25
2.4.13 Principle 13: make decisions slowly by consensus, thoroughly considering all options
and implement quickly.................................................................................................................. 25
2.4.14 Principle 14: become a learning organization by relentless reflection (Hansei) and
continuous improvement (kaizen) ................................................................................................ 25
2.5. Lean tools............................................................................................................................. 25
2.5.1 Flow, Line balancing and Spaghetti diagram ................................................................... 26
2.5.2 Generic pull system ......................................................................................................... 26
2.5.3 WIP .................................................................................................................................. 27
2.5.4 The sea of inventory, Standardized work, 5S, Kanban, Improvement board and Poka
Yoke 27
2.5.5 5 times why ..................................................................................................................... 28
2.5.6 SMED ............................................................................................................................... 29
2.5.7 OEE – overall equipment effectiveness ........................................................................... 29
2.5.8 Ishikawa ........................................................................................................................... 30
2.6. Process optimization methods ............................................................................................ 31
2.6.1 Processen ........................................................................................................................ 31
2.6.2 kwantitatieve data analyse .............................................................................................. 32
2.6.3 Kwalitatieve 5W2H .......................................................................................................... 33
2.6.4 Kaizen .............................................................................................................................. 33
2.6.5 CAPA ................................................................................................................................ 34
2.6.6 Where do lean and six sigma meet? ............................................................................... 34
2.6.7 Six sigma & DMAIC .......................................................................................................... 35
3. Change management .................................................................................................................... 38
3.1. Introduction to change management .................................................................................. 38
3.2. Change management in practice ......................................................................................... 38
3.2.1 Kotter change management ............................................................................................ 39
3
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
3.2.2 Kubler-Ross ...................................................................................................................... 39
3.2.3 Change model – starting conditions for change.............................................................. 41
3.2.4 ADKAR ............................................................................................................................. 41
3.2.5 McKinsey 7S model: ........................................................................................................ 42
4. Supply chain management en Finance ......................................................................................... 43
4.1. Supply chain management – recap ..................................................................................... 43
4.1.1 Supply chain management definition ............................................................................. 43
4.1.2 Recap Y1 and Y2 .............................................................................................................. 44
4.2. Supply chain finance ............................................................................................................ 46
4.2.1 The supply chain triangle ................................................................................................ 46
4.2.2 Financial benchmarking in two dimensions .................................................................... 51
4.2.3 Financial target setting .................................................................................................... 52
4.2.4 The KPI dashboard........................................................................................................... 55
4
,Thomas Baes Arteveldehogeschool BEM_3_SCM_01
1. Part 1: Project Management
1.1. Intro Project Management
- Kenmerken van een “project”
- Project management driehoek
- Rol van projectleider (PL)/ project manager (PM)/ project organisatie
- Project LifeCycle/ Project Fases
- Project Methodologieën
1.1.1 Kenmerken van een “project”
Typische eigenschappen van een project:
- Tijdelijk en uniek
o Projecten → duidelijke start en einde met uniek doel/resultaat
- Multidisciplinair
o Vereist samenwerking tussen verschillende teams en afdelingen
- Doelgericht
o Gericht op leveren van waarde binnen vastgestelde tijd, kosten en kwaliteit
Project management = het proces van plannen, organiseren, leiden en controleren van middelen om
specifieke projectdoelen te bereiken
1.1.2 Project Management Driehoek
Balanceren van deze 3 dimensies om een project succesvol af te ronden = challenge van project
management
- Startpunt
o Scope – Cost & Tijd gebalanceerd
o Met bepaalde Quality als output
1.1.3 Project LifeCycle (= project fases)
Klassieke (theoretische) indeling: 5 project fases
- Initiatie
o Het projectidee wordt ontwikkeld en goedgekeurd
5
, Thomas Baes Arteveldehogeschool BEM_3_SCM_01
- Planning
o Gedetailleerde plannen worden gemaakt voor tijd, budget en middelen
- Uitvoering
o Plannen worden uitgevoerd en het werk wordt gedaan
- Monitoring en controle
o De voortgang van het project wordt gevolgd en aangepast waar nodig
- Afsluiting
o Het project wordt afgerond en geëvalueerd
Er zijn 3 fases:
- Project opstart → initiatie en planning
- Project uitvoering → uitvoering + monitoring en controle
- Project afsluiting → afsluiting
Duurtijd per fase → sterk verschillend
In deze cursus → de 3 geclusterde fases worden besproken
Mapping steeds maken met:
- Project initiatie
- Project uitvoering
- Project afsluiting
1.1.4 Project Methodologieën
= voorgedefinieerde aanpak voor een project
- = systematische en gestructureerde aanpak die wordt gebruikt om projecten te plannen, uit
te voeren, te beheren en af te ronden. Het biedt een set van processen, best practices,
principes, en regels die projectteams begeleiden bij het organiseren en uitvoeren van hun
werk om de gewenste projectdoelen te bereiken
- Enkele voorbeelden
o Waterfall/waterval
o Agile
o Prince2
o PMBOK
o 6Sigma (→ Green Belt, Black Belt)
o …
6
