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Implement Sustainability Strategy

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Implement a Sustainability strategy for the MMMM system. The sustainability strategy for the Material Management system refers to the training, periodic audits, designed error-proofing methods, and hierarchy of management responsibility to ensure that the MM system is sustained and improved over time.

Define KPIs

Create a list of the desired Key Performance Indicators for the Material Management system. Be careful about not picking too many items so they can be presented as a Dashboard, and do not become overly burdensome to maintain.

Define Visual Control Tools

Define the Visual Controls to be deployed so as to communicate the status of the Material Delivery system without the need to ask questions. Brainstorm with the Material Management team the ways which Visual Control tools will be used. These are tools that the Material Management team will use to take action. For example, a visual control tool related to missing Kanban cards can be used to trigger a follow-up audit.

Define Display Tools

Define and implement the best display methods for the selected KPIs. Brainstorm with the Material Management team the ways which the KPIs will be displayed so as to trigger the desired actions. Boards, electronic displays, columns are all options.

Establish Accountability Meetings

Design and establish the Daily Accountability Meetings per area. A regular and frequent accountability meeting by key managers and participants needs to be part of a regular schedule. Create a standard agenda for these meetings, which should take place in a Visual Display area.

Define Target Condition

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve Delivery Routes

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve OH Inventory

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve Material Presentation

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve Containerization

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve Conveyance

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Improve PFEP

Define the “Current State” for each Key aspect of the Material Management system and establish the ”Target Condition” for each one. The ”Target Condition” refers to the near-term goal or goals that are being worked on, for each logical area of the Material Management scope. With the philosophy “If it is not improving, it is degrading”, goals are set for the areas of Delivery Routes, Inventory levels, physical material presentation, containerization (including suppliers), conveyance, and improvements to the PFEP database.

Develop/Improve Standard Work

Develop and document Standard Work across the Material Management System. Standard Work Definitions should be created to cover the entire workforce, and not just operators. Although the percentage of the day that will be dedicated to doing standard work will vary depending on the management level, Line Leaders, Supervisors and all other members of the Leadership Team should have at least some percentage of their day dedicated to standard work.

SW For Operations

Develop and document Standard Work across the Material Management System. Standard Work Definitions should be created to cover the entire workforce, and not just operators. Although the percentage of the day that will be dedicated to doing standard work will vary depending on the management level, Line Leaders, Supervisors and all other members of the Leadership Team should have at least some percentage of their day dedicated to standard work.

SW For Line Leaders

Develop and document Standard Work across the Material Management System. Standard Work Definitions should be created to cover the entire workforce, and not just operators. Although the percentage of the day that will be dedicated to doing standard work will vary depending on the management level, Line Leaders, Supervisors and all other members of the Leadership Team should have at least some percentage of their day dedicated to standard work.

SW For Supervisors

Develop and document Standard Work across the Material Management System. Standard Work Definitions should be created to cover the entire workforce, and not just operators. Although the percentage of the day that will be dedicated to doing standard work will vary depending on the management level, Line Leaders, Supervisors and all other members of the Leadership Team should have at least some percentage of their day dedicated to standard work.

SW For Leadership

Develop and document Standard Work across the Material Management System. Standard Work Definitions should be created to cover the entire workforce, and not just operators. Although the percentage of the day that will be dedicated to doing standard work will vary depending on the management level, Line Leaders, Supervisors and all other members of the Leadership Team should have at least some percentage of their day dedicated to standard work.