Lean Fulfillment or a Supply Chain


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This is a transcription of the Businss901 Podcast with Robert Martichenko, CEO and Founder of LeanCor. We discussed applying Lean Principles to the Supply Chain. I found many of his answers very unique and his approaches straight forward and practical

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Lean Fulfillment or a Supply Chain

  1. 1. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsTransforming your Supply Chain to a Lean Fulfillment Stream Guest was Robert Martichenko, CEO and Founder of LeanCor Related Podcast: Do you want to be at the end of a Fulfillment Stream or a Supply Chain?Robert Martichenko, co-author of Building a Lean Fulfillment Stream was the guest on the Business901 Podcast. Robert is CEO and Founder of LeanCor, the only Third Party Logistics provider (3PL) wholly dedicated to the application of lean principles throughout the supply chain’s functions. Building on 15+ years of experience, Robert Martichenko created LeanCor to drive the next step in the evolution of lean by addressing the unmet logistics needs of Lean Manufacturers,Distributors, and Retailers.LeanCor designs, implements and manages lean supply chain andlogistics networks for any size company. Their three servicecategories are designed to support companies intheir effort to eliminate organizational waste, drivedown cost, and increase global competitiveadvantage. Focus on developing solutions with ourcustomer base which requires operational flexibilityto go where you need us to go. The solutiondictates the geography and they go where it isnecessary to implement the right solution, at theright time, in the right place and at the right cost.Robert’s latest book, Building a Lean Fulfillment Stream builds onthe concepts of waste, flow, and pull. This book follows the LeanWorkbook format popularized by the publisher, Lean EnterpriseInstitute. This workbook provides the steps to a comprehensive,real-life implementation process for optimizing your entirefulfillment stream from raw materials to customers. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  2. 2. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Thanks everyone for joining us. This is Joe Dager,the host of Business901 Podcast. Participating in the programtoday is Robert Martichenko of LeanCor. Robert, could you tell mewhat LeanCor does?Robert Martichenko: Absolutely. And thanks for having me onyour podcast, Joe. LeanCor is a third-party logistics provider andsupply chain management company that focuses specifically onlean applications. In order to support our customers, we havethree value streams: training and education, consulting, and thenwere an actual logistics provider.Joe: You just wrote a book that was published by LEI, or LeanEnterprise, its called "Building a Lean Fulfillment Stream". Couldyou tell me what prompted you to write a book?Robert: Absolutely. Ive had the pleasure and honor of being aninstructor for the Lean Enterprise Institute, Dr. Womacksorganization, for several years now. Helen Zak, Rachel Regan,other folks and I from LEI had talked about a workbook on andoff for several years. And then a couple of years ago, we justdecided that it was time to do it, to join the series of workbooksthat LEI has put out.So we were willing and able. We also thought it was the righttime as well, as organizations who have been embracing leaninside their four walls, for the past decade, are now starting tounderstand the importance of lean thinking outside of those fourwalls inside what we are calling the "fulfillment stream". Othersmay know it traditionally as the supply chain. But we thought thatthe time was right, and we had the right people to put the booktogether, so as a team we went and accomplished that.Joe: Can I ask you a funny question? What makes it a workbookover just a regular book? Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  3. 3. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsRobert: Well the first thing is that the book follows the formatthat the Lean Enterprise Institute had put together with theirother books, starting with "Seeing the Whole", "Making MaterialsFlow", and so forth. So it is just from a physical format point ofview a workbook.But the other element of that is its really a how-to book. Its nota textbook. Its not an academic, theoretical book. Its really ahow-to, step-by-step approach of how to implement lean thinkinginside the companys fulfillment stream.Joe: I relate the fulfillment stream to the supply chain. Is therea difference?Robert: Well I guess I need to go back in history. Thats a greatquestion. Essentially, when we first started writing the book, thetitle of the book was "Building the Lean Supply Chain", and thatjust made sense to everybody. Then, Dr. Womack and I werechatting one day, and he informed me that he didnt like the title.And I asked, "Why not?" And he said, "Well I dont like the wordssupply chain." Dr. Womacks is not a supply chain professional.So I said, "You know, Jim, there are a few of us that use thatterm in the industry. Its a well-known term." He said, "Wellnonetheless, I dont like it." We were able to have a philosophicalconversation around the words "supply chain". Essentially, what itled to is that if you think of the word "supply", the first thing youpicture if you close your eyes and say the word "supply" issomething starting upstream and being pushed down towards thecustomer.Thats not what the book is about at all. The book is aboutimplementing flow and pull. Its not about push. The second wordwas "chain". Its the idea that a chain is only as strong as itsweakest link, the idea that the links only meet for a brief minute,and then they head back off, and chains can get clinked together,and so forth. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  4. 4. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsWe talked about this and realized what were really talking aboutis fulfillment. Were talking about consumption starting with thecustomer and then the fulfillment stream activities happening atthe pull of the customer. Then were talking about flow hence theword "stream."So while Im sure it will take us a few years to maybe get somenomenclature changed inside the industry I think that we arefundamentally saying that supply and chain dont quite fit herefrom a lean point of view.Joe: I like your definitions of why it is a fulfillment stream. WhenI read your book I actually related it to other processes that takeplace within an organization other than maybe just what the bookwas intended for.Robert: Well, writing the book was really challenging becauseunlike say, building a cell inside a factory or changing the lineover to mix model, the organization for fulfillment streams or thesupply chain are so different. If you just think of a supply chainactivity for an automotive company versus lets say a hospitalversus a restaurant, theyre so fundamentally different. Sowriting a book that somebody could just pick up and say I coulduse this inside my supply chain is very difficult.So the book is about how to but it is also about how to think. It’sabout how to take principles that weve outlined and then how doyou apply them to your particular situations. So youre absolutelyright that it does span you know, from tier two suppliers all theway to your own processes all the way to your customers andevery company is going to be very different.So its a bit of a good news bad news story. The bad news is thatyou cant read the book and then just go and say do this do thisdo this. The good news is that you can read the book and you canget the principles and some very valuable tools that will allow youto go back and critically think through your own process just to Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  5. 5. Business901 Podcast TranscriptionImplementing Lean Marketing Systemssee how you can in fact drive lean thinking inside yourorganization.Joe: Your guiding principles, your eight steps, is that the sameas your lean principles?Robert: Well thats a good question. Now when we say leanprinciples theres a little bit of a difference between the principlesweve outlined and the eight or seven steps which is you know,starting with the customers and outbound logistics and thenreceiving and shipping and material handling and then moving upto the handler.The principles are a little different. And when we say principlesfirst we like to define that. You know, a principle is somethingthat you just believe that you dont need data to support and thatyou shouldnt question. You should just believe that this is theright way to do something.I always use the analogy you know, as parents we have principlesas to how we raise our kids. Not all of us have the sameprinciples but these are things that we just believe. Well, in thebook weve outlined what we believe to be the lean principlesrelative to fulfillment stream or supply chain management andthose are you know, first make customer consumption visible andmanufacturer distribute to that cadence of customerconsumption.Second, reduce lead times because lead times is only made up oftwo things - value and waste. So if we can reduce lead timesassuming that we are not devaluing our processes then we knowintuitively that we are reducing waste.Three, use pull systems. So allow consumption to drive activitiesas opposed to forecasting and pushing materials into thefulfillment stream. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  6. 6. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsFour, create velocity and reduce variation by moving smallershipments more frequently. So we believe that we need to befocusing on speed.Five, collaborate and focus on process discipline so this is aguiding principle that we have to be focused on the process andlast, but certainly not least, measure and manage total cost offulfillment.So youre now taking the total cost approach. A horizontal view ofthe organization and what is the total cost to the organization.So, to answer your question, well certainly many of these dovetailwith traditional lean thinking and lean principles, I think thesebuild upon traditional lean thinking and show how it starts toapply inside the fulfillment stream.Joe: If a company is not already doing lean, can they effectivelysupply this to their fulfillment stream? I mean, will they believe init or do they have to be, already a Lean company?Robert: I dont think so because when you really look at whatwere doing and the things in the book, so much of it is just goodbasic discipline as well. Im even under the opinion thatorganizations can begin their lean journeys with the fulfillmentstream work. Theres a traditional thought that it has to startinside the factory and my experience leads me to believe thatdoesnt need to be the case.Second of all, a lot of our customers dont even have factories.Theyre industries where they are not even manufacturing.Theyre distributors, for example. So it doesnt need to be theafterthought and there is a ton of work that can be done in thefulfillment stream activities.Traditionally, inbound logistics for example is an orphanedprocess so there is just low lying fruit in those areas. Outbound Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  7. 7. Business901 Podcast TranscriptionImplementing Lean Marketing Systemslogistics though not ignored as much as inbound, theres still anincredible amount of opportunity in these processes.I think an organization can start tomorrow and start to seebenefits very quickly.Joe: Do you really need to be like this big conglomerate that hasall this shipping or do these principles apply to a smallercompany?Robert: Theres no question that small, medium or large youcan get the benefits. In fact, the smaller you are, the faster youcan mobilize and the less people you have to convince and theeasier it is to see measurable results. So we in particular withlean core, we like to work with smaller companies as well becausethe improvement and the results can be so visible so quickly andvery tangible.Relative to some of the inventory and velocity and flow areas,certainly you need a little bit of a critical mass in order to reallybe able to act on something. For example if you are receivingsomething every week for example and we want to start receivingevery week or even every day, there may be a little critical massthats required so we can continue to manage transportationcosts for example. However, that doesnt need to be ashowstopper either.So no, absolutely, it doesnt matter what size your organizationis. Living by these guiding principles and focusing on the processwill help the organization.Joe: You advocated using PDCA during a weekly session so thatyoure on top of the situation rather than just looking at the aftereffect from the measures. Is that something new or - It remindedme kind of a scrum master, in scrum and software developmenthaving the daily meeting so you knew right away what was going Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  8. 8. Business901 Podcast TranscriptionImplementing Lean Marketing Systemson rather than someone telling you, you had a 20% error overthere.Robert: There are a couple of things there. One is that you aretalking about the way we talk about managing the inputs asopposed to the outputs, and I dont think that is anything new.The concept of cause and effect has been around for a long time,but we still continue to see it.For example, the organizations that are measuring rate per mileand cost per case and units of measure that are very economy toscale focused. You are measuring your rate per mile andmeanwhile trailers are running around that are only half full.Obviously our eye isnt on the price, where as if we focused onthe cube utilization and packaging, efficiency, and reduction ofmiles then things like rate per mile or transportation cost just bydefault will reduce.I dont think that is anything new. The idea of the stand-upmeeting with the scrums, well this is just regular PDCA because,in my opinion, your PDCA cadence or your cycle of yourplan-do-check-act has to be in the same cadence that the work isbeing done. Most of our work in our business is logistics, and itsfirst and ten, do it again work. In other words, we come in and doour work. We run a sequencing center and support our customerfor two shifts, and then we go home. The next morning we comeback and do it again. What happened yesterday is not oneverybodys mind.Your cadence of your plan to check act has to be every day aswell. If your work is every hour, if every hour you are doinganother cycle of the same work, then your PDCA should be everyhour. The stand-up meetings and the daily scrums are to connectwith the cadence of the actual work being done. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  9. 9. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: I think cadence is so important anymore in getting thatrhythm because that is what really determines your flow and flowworks when you have that nice cadence going all the time.Robert: When we kind of introduced the word cadence in theworkbook as opposed to using the word "tact", and certainly weare believers in tact time, but we didnt want to confuse peoplewith "how do I measure tact at every single point of everyprocess?" and so forth.We introduced the word cadence, and even to simplify the wordcadence the way I like to describe it is that there is a dance goingon. There is a dance happening in the fulfillment stream betweenyour customer, distributors, wholesalers, manufacturers,suppliers, transportation providers, customs brokers, and all ofthese parties that are involved in your customer getting what it isthat they want. All we are trying to do is to make sure thateverybody is dancing the same dance. The customer, AKAconsumption, gets to lead the dance. They get to say whether weare doing the tango or two-step, and when they lead viaconsumption then we want the rest of the fulfillment stream to bedancing at the same pace and dancing the same dance. If we canget that done, we know that fulfillment stream or supply chainwill have minimal waste in it.Joe: Perfect order execution and the eight rights, are theysupply chain terms?Robert: We have got some incredible university universities thathave been teaching logistics for a long time now, and there arenew schools coming on board. There are graduates coming outwith logistics degrees now. In Logistics 101 if you open up anytext book in logistics you will learn about the eight rights. Ialways joke with my colleagues and say I dont know why wethink that supply chain management is so difficult. We only haveeight things that we need to do. We need to get the right part, to Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  10. 10. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsthe right place, at the right time, in the right quantity, with theright service, and so forth.So no, we certainly didnt invent the eight rights, but we do thinkabout them, and we do build upon them, because at the end ofthe day, those are the eight things that create the perfect orderfor the customer. So those in fact should be the things that wemeasure, and those should be the things, that are happeninghorizontally across the validity stream.Joe: I noticed in the book, that you talk about the determinedpacemaker point. Tell me is that similar to what the bottleneckwould be in the Theory of Constraints? Is it the control point, thatyou base your system or flow on?Robert: It wouldnt be the bottleneck. When were talking aboutthe pacemaker setting point, essentially what were doing thereis, were giving an out, in order to be able to execute principlenumber one: which is make Customer consumptions visible, andmanufacture, and flow to that rate of customer consumption.For example, from a theoretical point of view, Say a companythat services Wal-Mart. We would say, well what do you want todo is you want to know how much of your product is sold off theWal-Mart shelf every day and then you want to make that, andreplenish it in those exact quantities, A.K.A a pull system.The challenge is that, while that sounds great in theory. Theability to do that from a practical point of view in todaysconstraints is very difficult.So we say: OK, well you know what? Were not going to give upon this idea that were going to only replenish what had beenconsumed. But were going to accept defeat right now, that wecant get that information of exactly what was sold off ourcustomers, or consumed by our customers. What were going todo is, were going to choose another pay setter. The pay setters Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  11. 11. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsbeing that area, where if theres consumption, then we willreplenish, based on that consumption. So if we cant actually do itat the actual customer itself. Then we may say: Well lets do it atthe next closing point. Say our distribution center, whence ourdistribution center as the pace center.So any consumption out of our distribution center will then driveall of the upstream activities through the pull systems.Joe: Then you talk about some different times, like sleep times.Thats not lean is it?Robert: Well, thats another great question, and I have a greatfriend of mine, Richard Hall. I once had a very heated discussionaround this. Sleep times refers to trailers sleeping in the yards.Sleep means that theyre waiting. Theyre waiting to hit a dock tobe unloaded. By definition, that is waste. Most people would saythat trailer should be live on loaded, or live loaded, and hit thedoors as soon as it arrives. Why would you drop a trailer,introducing a trailer yard process, and have trailers, and.Inventory sitting, waiting, or sleeping to be unloaded, and thatsa fantastic argument.However, when we start looking at the total cost of assailment,one of the things that youre going to see very quickly inparticular, in a manufacturing assailment stream, is we have toprotect the flow of material, into the factory or into thedistribution center. That means we have a very disciplinereceiving schedule, and a very discipline shipping schedule, muchlike the airlines.If you think of the airlines, you have an itinerary exactly whereyou need to be, when you get on your first flight, where you land,when you need to be on your second flight, and so forth. So wewant this level of discipline at our facilities, relative to shippingand receiving. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  12. 12. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsHowever, transportation systems, even in North America, wheretheyre the best relatively speaking, around the world. Weconsider transportations as a 98% business. What that means isthat there are some inherent instability that exists. If we weregoing to bank our whole discipline on trucks, showing up exactlyon time, and hitting the door exactly when we planned. We knowthat the system will fall apart, because of the inherent instabilityon our transportation systems.So what we do is we introduce this thing called: Sleep time,where youre putting a little bit of a buffer. Say the trucks needsto unload at 11. You have the truck arrive at 10. So its sleepingfor an hour. You put some plan to buffer, in order to maintain thestability, and discipline around your shipping, and receivingschedules.Joe: OK, so sleep time is a pretty short term time. I mean, werenot talking about three days of sleep time typically.Robert: Typically no, however for some of the globaltransportations, for example: Where your transportations transittimes in the instabilities, there may be five or six days. Thenmaybe youre sleep time may in fact be three days, because ofcontainers coming from Asia, and so forth.Joe: Whats some of the biggest surprises, youve ever seenwhen you evaluated someones fulfillment stream? Somethinglike WOW, this is happening!Robert: Well, the first thing which really isnt a surprise, itsalmost an expectation, is just the lack of information, the lack ofdata, and the lack of attention, that certain parts of the fulfillmentstreams have had. And for a whole bunch of good reasons, itsnot from this management, or not wanting to get the things. Itsjust a fact that its never been a priority. Some of these areashave not been a priority, that there tends to be a lot ofopportunity: for a quick win cost reduction, for inventory Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  13. 13. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsreduction, for connecting the rest of the organization and creatingvisibility, and frankly, for improving customer service.Joe: You asked for a lean fulfillment manager in there. Is there adifference in just the regular supply chain guy?Robert: Well, Im sure there are lots of regular old supplychains, that are very, very good. Something you said there, kindof made me start to see the last 40 years, from our profession,weve gone of distribution people, to logistics people, to supplychain people, and in some respects, some of us have changed,and in some respects, some of us havent. Were doing the samethings, but our titles have changed.The difference if youre a lean fulfillment stream person, or a leansupply chain person, then the first thing is that: youre thinkingtotal costs. Youre thinking horizontal across the organization, andyoure not in your silo just looking at your vertical trying tomeasure, trying to manage your own personal metrics.The fundamental difference is: youre a sane to the organization.How does this affect the entire organization? To draw an analogy,think of the human body. The human body has logistic functions,the heart pumps blood. The circulatory system does what it does.The respiratory system does what it does. Our body is made up oflogistic functions, in the same way that our organizations aremade up of logistic functions: transportation, warehousing,forecasting, demand planning, and so forth.Theres a part of our body, whether its in the brain, or in thesoul, that is making our body work in harmony. For example, myheart: I havent gone to my heart, and said: Your job now is topump as much blood as you can, 24 hours a day, and Im goingto pay you per pump. I would laugh about 30 seconds. If all ofmy systems in my body were trying to maximize their output, Iwould laugh about 30 seconds, before I dropped to the ground.So in the same way that the body is working in harmony, it works Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  14. 14. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsa certain way when Im sleeping. It works a certain way when Imrunning, and getting exercise.In that same analogy, a lean fulfillment stream thinker, or a leansupply chain thinker is one that says. You know what, we want totake all of these functions and we want to optimize the system.We dont want to minimize each area, we dont want to maximumthe output of each area, we want to optimize the entire system.So we are getting the maximum benefit from the entire systembased on what the customer wants, based on that initial trigger ofcustomer consumption.Joe: Do you see how lean and Six Sigma go together or do youthink lean is the more appropriate thing for fulfillment streamhere?Robert: Well you know the age old argument right? Lean versusSix Sigma, Six Sigma versus lean. I dont sign up for really any ofit. At the end of day as a lean thinker, what that means, is thatwe are trying to create problem solving cultures. Were trying tocreate organizations that every day we go in and make problemsvisible.Then through thoughtful problem solving we fix those problems.And we do everything we can to fix them at the root cause. And Ithink certainly all aspects of lean thinking and many aspects ofour traditional Six Sigma models and the theory of constraintmodels, and TQM models, all have elements of that.So as far as Im concerned if you are exposing problems andtrying to fix those problems, then you are doing the right thing.And what tools you may use, if a tool works for your organization,then thats great. We need to stop getting caught up in the tools.Specifically to Six Sigma, the Six Sigma has a lot of focus onreduction of variation. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  15. 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsUnderstanding variation, and reducing variation and the house oflean, sits on stability as the foundation. And stability is defined asa minimal variation, a void of variation. So from a lean point ofview we are focusing very hard on creating basic stability. Or thelack of variation, so I think there is a lot of really great overlaps,in the thinking of these disciplines.What we are telling people and what I am being told to tellpeople, by other people that are thinking a lot about this. Ismaybe we need to stop calling it anything, dont call it lean, dontcall it Six Sigma just call it being smart. Call it running yourbusiness the right way. And then just apply the principles thatwere advocating.Joe: Robert you talk about, looking at the total cost and suppliercollaboration and things like that. But so much of the supplychain is about outside vendors. Is that difficult to manage, howdo you pull them into the process?Robert: It can be difficult, and people always...one of thequestions that we always get asked is "well what if our suppliersare huge and we are not one of their big customers" and sotheres going to be times where it is very challenging. But whatwe have found in our experience is that. Youre a company isgoing to have suppliers that are embracing lean themselves andwant to collaborate.They are going to have suppliers that will collaborate onlybecause their customers asking them to. And they are going tohave suppliers that simply dont want to collaborate. And yourealways going to have those three. And what we say is, lets firstfocus on the suppliers that are like minded and embracing theseprinciples.And let’s go and got those supply chains and those fulfillmentstreams running efficiently. Then we will go the next group, whichare those who are willing to collaborate. But dont see the value Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  16. 16. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsthemselves yet. And so you can keep yourself busy for a coupleof years before you have to worry about those suppliers thatarent interested in collaborating with you.Joe: Youre saying that a cultural fit, is just as important as anyother criteria that you may put on there.Robert: No question, if not the most important thing. If anorganization or their suppliers dont see the value inimplementing and doing...let’s face it and Im always told I needto soft sell a little bit. But this is an element of hard work in this;focus on process and create plans for every part, and get gooddata systems.To go and eliminate waste requires some hard work fromeverybody in the organization. If people dont see the valueproposition, if they dont understand the ‘whats in it for me,’then typically that hard work isnt going to get done. If it does getdone, it will get done once, and then it won be sustained over thelong term.Joe: You have a logistic summit coming up shortly.Robert: We do, we are participating, and it’s actually beingdeveloped by a gentleman, Jim Huntzinger who is a friend andcolleague. It is in the Cincinnati area in June 22nd and 23rd andwe are really looking forward to it.Joe: Are you going to be participating or...Robert: I am, I have the pleasure of being the keynote, in themorning and a friend and colleague Doctor Tom Goldby will beanother keynote, throughout the session.Joe: Who should attend? Who are you centering the summit on?Robert: Well with the title of lean logistics summit so clearly,logistics and supply chain. And our new lean fulfillment stream Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  17. 17. Business901 Podcast TranscriptionImplementing Lean Marketing Systemspeople should absolutely attend. Really, anybody who isinterested in understanding how lean connects to the other partsof the business.If you have lean manufacturer folks, lean purchasing folks, oranybody thats tying to lead lean initiatives inside anorganization. That wants to see how lean and logistics connectstogether. It would be great for you to attend. Be a greateducation.Joe: Would you like to add anything that maybe Ive forgot?Robert: I guess if anything just that I think that there can besome really rewarding work thats done inside the fulfillmentstream. I think that the lean thinking, and the principles thatweve laid out in the work book, if we take these and we thinkcritically about our organization. I think that youll find that thereis an awful lot of opportunity.Joe: Well I want to thank you Robert and please mention howsomeone could contact you. This podcast is available at theBusiness901 podcast site and also available in the Business901iTunes store.Robert: Great, Joe, thanks for your time. They could just sendme an email at Robert@leancor.com and Id be more than happyto hear from anybody. Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901
  18. 18. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Lean Six Sigma Black Belt Ph: 260-438-0411 Fax: 260-818-2022 Email: jtdager@business901.com Web/Blog: http://www.business901.com Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joes ability to combine his expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost effectively and withingenuity. A brilliant mind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive company providingdirection in areas such as Lean Marketing, Product Marketing, ProductLaunches and Re-Launches. As a Lean Six Sigma Black Belt,Business901 provides and implements marketing, project and performanceplanning methodologies in small businesses. The simplicity of a singleflexible model will create clarity for your staff and as a result betterexecution. My goal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could start with aconsulting style utilizing an individual from your organization or a virtualassistance that is well versed in our principles. We have capabilities toplug virtually any marketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s role supporting theprocess as needed. The goal of implementing a system is that the processeswill become a habit and not an event. Business901 Podcast Opportunity Expert Status Transforming your Supply Chain to a Lean Fulfillment Stream Copyright Business901