This document outlines a proposed Lean Supply Chain Action Learning Program with the following key objectives:
- Enable companies to learn from each other by tackling real supply chain projects.
- Demonstrate effective applications of lean principles in areas like warehousing and distribution.
- Disseminate learnings to promote lean supply chain practices among local companies.
- Promote South Australia as a center for supply chain excellence.
The program involves cross-company teams working on host organizations' priority projects over 5 weeks using lean tools. Projects are documented as case studies to share learnings more broadly. Initial funding is provided by the South Australian government economic development department.
This webinar was designed as the kick off session for Creu Cymru Emergence, and was aimed at CEO equivalents and anyone else in the organisation who is leading on Emergence.
We covered:
- Pilot timeline
- Pilot goals
- Your role and responsibilities
- Introduction to:
- Staff engagement
- Understanding and monitoring environmental impacts
- Environmental policies and action plans
- Discussion
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
This webinar was designed as the kick off session for Creu Cymru Emergence, and was aimed at CEO equivalents and anyone else in the organisation who is leading on Emergence.
We covered:
- Pilot timeline
- Pilot goals
- Your role and responsibilities
- Introduction to:
- Staff engagement
- Understanding and monitoring environmental impacts
- Environmental policies and action plans
- Discussion
The power of being understood
presented by Mike Ward
RSM and Sellafield
Shaping your portfolio to realise Organisational Strategy (design and prioritisation through to implementation and success)
APM Portfolio SIG conference
Thursday 12th May 2016
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
BSBMGT517 Manage operational planPart C– Project Managing an op.docxAASTHA76
BSBMGT517 Manage operational plan
Part C– Project: Managing an operational plan at work
Purpose - You will demonstrate your skills and knowledge by completing a project in your workplace.
Task overview and instructions to the candidate-
Using a proposed operational activity or business plan item from your workplace, complete these tasks.
1. Undertake some research to determine the resources that will be required to manage and implement this item as an operational plan. Your research should be presented as a report and based around a series of research questions that need to be addressed in order to set up the operational plan. Your report on this item should list each of your research questions, your sources and your findings. It is important that your questions address relevant items in your organisation’s mission statement and its business plan objectives.
2. Convert your research and analysis into a detailed operational plan.
3. Prepare a detailed consultation plan that will outline the processes and people who will need to be consulted for this operational plan.
4. Establish a set of key performance indicators (KPIs) that will assist in monitoring the implementation of the operational plan.
5. Prepare contingency plans for three possible risks that could occur during the implementation of the operational plan.
6. Prepare a briefing document on the operational plan to present to senior managers. The briefing document should contain the following: •Recommendations of preferred options with supporting arguments •Reference to the sources of specialist advice that contributed to these recommendations •Recommendations of processes to use in the operational plan that align with other policies and procedures of your organisation
7.Prepare a short briefing document that outlines the intellectual property issues that may be associated with the implementation of the operational plan.
8. Prepare a briefing document for work teams that explains your operational plan and outlines how it will be implemented in the set time line. The briefing document also needs to: •outline the aspects of the operational plan that will need to be implemented for a specific work group •if applicable, include a strategy to utilise existing staff once the operational plan has been implemented •contain a WHS risk assessment and legislative review of the issues associated with implementing the operational plan
9. Use the KPIs developed in task 4 to develop a monitoring process for the implementation of the operational plan. The monitoring process should include the following: •A breakdown of the overall plan into tasks •Time lines and responsibilities assigned for each task •A budget allocation to appropriate tasks •A mechanism to quantitatively analyse the level of completion of each task
10. Prepare a budget for the operational plan.
11. Use the monitoring process from task 9 to prepare a review of the operational plan’s implementation progress at a particular point of time. Thi ...
Surrounded by Geniuses: Knowledge Management Learning From Other IndustriesConnie Crosby
Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.
Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.
This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.
Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.
Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.
Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations
This independently produced SIS program is sponsored by the PLL-SIS.
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
A versatile workshop program that results in strong stakeholder ownership. Modules cover strategic planning, product development, process design, issue resolution, action planning, requirements analysis and quality review.
Multi-day workshop programs involving 12 - 16 participants in a single session with over 100 stakeholders participating across sessions.
PÖL facilitates transformation and increases the performance of individuals and companies through conferences, workshops, coaching, and trainings in innovation, leadership and strategy, based on lean & agile values and practices.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
BSBMGT517 Manage operational planPart C– Project Managing an op.docxAASTHA76
BSBMGT517 Manage operational plan
Part C– Project: Managing an operational plan at work
Purpose - You will demonstrate your skills and knowledge by completing a project in your workplace.
Task overview and instructions to the candidate-
Using a proposed operational activity or business plan item from your workplace, complete these tasks.
1. Undertake some research to determine the resources that will be required to manage and implement this item as an operational plan. Your research should be presented as a report and based around a series of research questions that need to be addressed in order to set up the operational plan. Your report on this item should list each of your research questions, your sources and your findings. It is important that your questions address relevant items in your organisation’s mission statement and its business plan objectives.
2. Convert your research and analysis into a detailed operational plan.
3. Prepare a detailed consultation plan that will outline the processes and people who will need to be consulted for this operational plan.
4. Establish a set of key performance indicators (KPIs) that will assist in monitoring the implementation of the operational plan.
5. Prepare contingency plans for three possible risks that could occur during the implementation of the operational plan.
6. Prepare a briefing document on the operational plan to present to senior managers. The briefing document should contain the following: •Recommendations of preferred options with supporting arguments •Reference to the sources of specialist advice that contributed to these recommendations •Recommendations of processes to use in the operational plan that align with other policies and procedures of your organisation
7.Prepare a short briefing document that outlines the intellectual property issues that may be associated with the implementation of the operational plan.
8. Prepare a briefing document for work teams that explains your operational plan and outlines how it will be implemented in the set time line. The briefing document also needs to: •outline the aspects of the operational plan that will need to be implemented for a specific work group •if applicable, include a strategy to utilise existing staff once the operational plan has been implemented •contain a WHS risk assessment and legislative review of the issues associated with implementing the operational plan
9. Use the KPIs developed in task 4 to develop a monitoring process for the implementation of the operational plan. The monitoring process should include the following: •A breakdown of the overall plan into tasks •Time lines and responsibilities assigned for each task •A budget allocation to appropriate tasks •A mechanism to quantitatively analyse the level of completion of each task
10. Prepare a budget for the operational plan.
11. Use the monitoring process from task 9 to prepare a review of the operational plan’s implementation progress at a particular point of time. Thi ...
Surrounded by Geniuses: Knowledge Management Learning From Other IndustriesConnie Crosby
Presented in Seattle at the American Association of Law Libraries annual conference on Sunday, July 14, 2013.
Presented by Stephanie Barnes, Missing Puzzle Piece Consulting and Connie Crosby, Crosby Group Consulting. Moderated by Steven Lastres, Director of Library and Knowledge Management at Debevoise & Plimpton LLP.
This session reviews knowledge management (KM) concepts and activities by focusing on a review of case studies from other industries, e.g. finance, manufacturing, oil and gas, and information technology. The case studies will discuss the challenges the organizations were facing and how they were addressed by using knowledge management principles; then these lessons will be related to the legal industry. Case studies will illustrate similarities and differences among industries and approaches, ultimately leading to innovative ideas regardless of the industry.
Takeaway 1: Participants will learn how KM is being used in other industries/sectors and how to apply those lessons to the legal industry.
Takeaway 2: Participants will learn about the technology introduced in the case studies and how to use that technology to support knowledge management initiatives in the law library environment.
Who should attend: Individuals who are responsible for KM or the library in their organizations; technology-focused individuals who want to use technology to support KM activities within their organizations
This independently produced SIS program is sponsored by the PLL-SIS.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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2. Objectives of the Proposed Program
• Enable participating companies to learn with and
from each other by tackling real projects of vital
importance to the companies
• Demonstrate the effective application of lean
principles in warehousing, transport, procurement
and distribution
• Disseminate the learnings to promote the application
of lean supply chain principles by local companies
• Promote South Australia as a world class centre for
supply chain excellence
3. Lean Supply Chain
• Focuses on the Value Stream
• Encompasses warehousing, distribution, transport
and procurement
• Removes waste, mistakes, inflexibility
• Involves developing a “lean mindset”
4. May involve…
• Eliminating, combining, rearranging, simplifying
stages
• Removing commercial obstacles
• Promoting free flow of information
• Improved logistics methods and systems
• Strategic positioning of inventory
• Involving supply chain partners in the change
process
5. Action Learning
• A process in which a group of people come together
regularly to help each other learn from their
experience.
• Participants typically come from different situations
where they are involved in different activities and face
individual problems.
• The intention is to introduce some change, and use
the intended change as a vehicle for learning through
reflection.
6. The Lean Supply Chain
Action Learning Program
• Each project is undertaken by a team of three to five;
one or two from the company and the remainder from
other companies
• The team works intensively together, one day per
week over five weeks, learning and applying lean
principles to the problem
• Outcomes and recommendations are presented to
the host company senior management
• Key elements of the process are videotaped as a
case study to promulgate via DVD to South
Australian companies and via the Web to the World.
7. Project Selection Criteria
• Addresses an issue of high priority to the company
• Likely to benefit from “fresh eyes”
• Potential to demonstrate best practice/lean principles
• Likely to achieve a tangible outcome in the time
available
• Company willing for outcomes to be used in the
public domain as a case study
8. Typical Projects
• Examining the overall supply chain to determine strategies to
improve customer service, reduce or eliminate inventory, reduce
lead time and non-value adding activity
• Apply Lean Principles to warehouse processes and work flow to
reduce double handling and improve customer service etc
• Develop a new warehouse layout to reduce distance traveled,
increase storage density
• Examine the existing warehouse organisation structure, job
roles and skills and devise a development program to build
involvement, teamwork and effectiveness of the people
• Etc
9. Process Improvement Methodologies
• Lean Principles and Value Stream Mapping
• Cycle Time Reduction and Flow Process Charting
• Business Process Re-engineering
10. Stages in Value Stream Mapping
• Start with the Customer and work back
• Become familiar with the present process
• Observe and measure the present process
• Create a Value Stream Map of present process
• Identify non-value adding and waste
• Develop an improved process to reduce overall lead
time
• Create a Value Stream Map of the new process
• Plan the implementation and win buy-in
12. Preparation
– Companies are canvassed for potential projects
– Facilitator meets with each company to:
• Set the Minimum Critical Specification for the
project
• Establish any constraints
• Identify resources to be provided by the
company
13. Preparation (continued)
– Team is selected
– Facilitator identifies relevant learning resources eg
readings and case studies relevant to the project,
to be used to prepare the team
– Team is briefed at an initial meeting at the host
company.
14. Day 1 - Plan the Project
– Become familiar with the current situation
– Clarify the objectives of the project
– Identify the skills and capabilities within the group
– Share learnings from pre-reading and from experience to
identify possible approaches and tools to be used
– Agree on the overall approach and the roles of each team
member
– Develop a project plan
– Reflect on the effectiveness of the team and the process
15. Day 2 Record and Examine
– Identify, gather and assemble relevant data and information
– Consult with stakeholders
– Document the current situation using the appropriate tools
eg Value Stream Mapping, Activity Sampling, Flow Charting,
Storyboarding etc
– Analyse the current situation to identify opportunities for
improvement eg elimination of non-value adding activity,
cycle time reduction etc
– Initial brainstorming of ideas and options
– Pose questions to be researched and answered before Day
3
– Reflect on the effectiveness of the team and the process
16. Day 3 Develop
– Review outcomes of research between sessions
– Intensively brainstorm options and short list eg story
boarding, mind mapping etc
– Test short listed options with the key stakeholders in the
company
– Synthesize the proposal
– Identify further information or data to be collected to validate
the proposal
– Assign responsibilities for next session
– Reflect on the effectiveness of the team and the process
17. Day 4 Refine and Justify
• Refine the proposal based on the research between sessions
• Document the proposal eg Value Stream Map, Layout Diagram,
Flow Chart etc
• Prepare a cost benefit analysis of the proposal
• Develop an implementation plan
• Plan tasks and assign responsibilities for next session
• Reflect on the effectiveness of the team and the process
18. Day 5 Present Outcomes
– Prepare a report with recommendations and justifications
– Prepare a presentation for the host company’s senior
management
– Present to Senior Management and obtain their feedback
– Reflect on the effectiveness of the team and the process and
document the learnings
19. Dissemination
– Presentations by project team at seminars and
site visits
– Video case study of the project, for inclusion with
other case studies on a DVD for distribution to SA
companies
– Web site explaining and promoting the program
with downloadable case studies and streaming
video or slide presentations to illustrate,
accessible around the world as a showcase for
South Australian supply chain excellence
20. Into the future
• Recruit more companies into the program locally and
interstate.
• Encourage overseas companies to follow the
example, and to contribute their case studies to the
data base
• Provide a platform for benchmarking, locally and
internationally
21. Funding
• The initial projects under Lean Supply Chain Action
Learning Program have been funded by the SA
Department of Trade and Economic Development
(DTED)