Lean Logistics Operations Training Course

Participants can observe logistics work systematically and record evidence of process waste.

• Gemba observation plans structured around process steps and demand patterns
• Work sampling distinguishes productive time, delay, travel and rework
• Spaghetti diagrams reveal unnecessary movement by people, materials and equipment
• Waste walks record defects, queues, overprocessing and excess inventory
• Photographic evidence standards protect safety, confidentiality and factual reporting
• Observation sheets capture frequency, duration, location and responsible roles

Participants can produce a current-state map showing material flow, information flow and delays.

• Value stream map scope selected from supplier trigger to customer receipt
• Material flow symbols show receipts, storage, picking, staging and dispatch
• Information flows identify orders, replenishment signals, schedules and confirmations
• Cycle time, changeover time and available time recorded consistently
• Lead-time ladder separates processing time from waiting and queue time
• Data boxes capture inventory, staffing, uptime, defects and demand

Participants can calculate demand-driven capacity requirements and identify workload constraints.

• Takt time calculated from available operating time and customer demand
• Cycle-time comparison identifies operations unable to meet required takt
• Capacity analysis accounts for labour, equipment, space and operating windows
• Workload profiles expose hourly peaks, cut-off pressure and batching effects
• Little's Law connects work-in-progress, throughput and process lead time
• Bottleneck resources prioritised using constraint capacity and queue evidence

Participants can analyse warehouse flow and recommend layout changes that reduce handling waste.

• Receiving-to-putaway flow analysed for touches, travel and inspection delays
• Slotting profiles use velocity, cube, weight and handling characteristics
• ABC analysis separates fast-moving, medium-moving and slow-moving stock locations
• Travel-distance analysis identifies excessive picker routes and cross-traffic
• U-shaped flow principles reduce handoffs between inbound and outbound work
• Staging areas sized using dwell time, volume and dispatch schedules

Participants can establish 5S standards and visual controls for logistics work areas.

• Sort criteria remove obsolete stock, tools, documents and packaging
• Set-in-order locations use labels, shadow boards and location addresses
• Shine inspections identify equipment faults, contamination and safety risks
• Standardise routines define ownership, frequency, condition and escalation
• Sustain audits score compliance using observable workplace conditions
• Visual management signals status, priorities, abnormalities and safety controls

Participants can document standard work that stabilises critical warehouse processes.

• Standard work combines sequence, takt, staffing and work-in-process limits
• Process steps written with clear actions, checks and handoff criteria
• Standard work combination sheets balance manual, walking and machine time
• Job breakdown sheets distinguish major steps, key points and reasons
• Error-proofing methods prevent mis-picks, mislabels and incorrect quantities
• Training within industry methods support consistent task instruction

Participants can improve picking and packing processes using flow, quality and error-proofing methods.

• Pick-path design aligns order profiles with storage and replenishment patterns
• Batch, zone and wave picking compared against demand variability
• Pick-to-light, voice picking and radio-frequency controls assessed objectively
• First-pass yield measures right-first-time picking and packing performance
• Poka-yoke controls prevent product, quantity, location and labelling errors
• Pack-station standard work reduces checks, rework and carton waste

Participants can design pull-based replenishment controls for selected inventory flows.

• Push and pull systems compared using demand signals and inventory risk
• Kanban cards specify part number, quantity, source and destination
• Two-bin systems trigger replenishment at defined consumption points
• Supermarket locations buffer variation while controlling replenishment quantities
• Reorder points combine demand rate, replenishment lead time and safety stock
• Kanban sizing considers demand, lead time, container size and variability

Participants can design inventory-control routines that improve stock record accuracy.

• Inventory record accuracy measured by item, location and quantity variance
• Cycle-count frequencies assigned through ABC classification and transaction risk
• Root causes separated between receiving, putaway, picking and adjustments
• Transaction discipline controls timing, authorisation and evidence for adjustments
• Location audits verify labels, stock condition and physical segregation
• Disposition processes manage damaged, expired, quarantined and unidentified stock

Participants can identify transport waste and improve route, loading and dispatch performance.

• Transport waste includes empty running, waiting, excess mileage and rehandling
• Route planning balances service windows, distance, capacity and driver hours
• Vehicle fill measured by weight, cube, stops and utilisation
• Milk-run design consolidates regular collections and deliveries into fixed routes
• Dock scheduling reduces carrier queues, congestion and turnaround variation
• Proof-of-delivery data identifies failed deliveries, dwell time and exceptions

Participants can improve dock and yard processes using flow control and visual scheduling.

• Dock-to-stock time decomposed into waiting, unloading, checking and putaway
• Yard maps establish trailer locations, traffic routes and safety zones
• Appointment systems level inbound arrivals against dock and labour capacity
• Cross-dock suitability assessed through demand timing, handling and destination volume
• Visual dock boards show arrivals, assignments, status and exceptions
• Turnaround-time measures identify loading, paperwork and release delays

Participants can investigate recurring logistics defects and define verified corrective actions.

• Quality at source assigns defect detection to the earliest process step
• Five Whys traces recurring failures beyond immediate operator error
• Fishbone diagrams organise causes under people, methods, machines and materials
• Pareto charts rank defect categories by frequency, cost and impact
• Containment actions protect customers while permanent countermeasures are developed
• Verification plans confirm corrective actions reduce recurrence over time

Participants can prepare an A3 report for a defined logistics performance problem.

• A3 format frames background, current condition, target and analysis
• Problem statements define gap, process, measure, period and business impact
• Target conditions specify measurable future performance and operating limits
• Cause analysis links evidence, mechanisms and controllable process conditions
• Countermeasures selected through impact, effort, risk and ownership criteria
• Follow-up sections assign dates, measures, checks and escalation points

Participants can design daily management routines that control logistics performance and escalation.

• Daily accountability boards display safety, quality, delivery, cost and people measures
• Leading indicators track backlog, staffing, equipment readiness and process adherence
• Tiered meetings escalate barriers from frontline teams to senior management
• Red-amber-green status requires defined thresholds, owners and recovery actions
• Plan-do-check-act cycles connect daily issues to standardisation decisions
• Escalation rules distinguish local correction from cross-functional intervention

Participants can select logistics KPIs and quantify the expected benefits of improvement actions.

• KPI trees connect operational measures with cost, service and working capital
• Order cycle time measured from order release to customer receipt
• On-time-in-full calculation separates timing failures from quantity failures
• Labour productivity normalised for order lines, cases, complexity and hours
• Baseline data rules define periods, exclusions, sources and validation checks
• Benefit calculations separate cashable savings, avoidance and service improvements

Participants can design a future-state logistics process and sequence practical improvement actions.

• Future-state maps specify flow, pull points, controls and target conditions
• Kaizen bursts identify changes requiring focused improvement activity
• Implementation sequencing separates quick wins from system and layout changes
• Risk assessments address safety, service continuity, data and stakeholder impacts
• RACI matrices assign accountable, responsible, consulted and informed roles
• Thirty-sixty-ninety-day plans set milestones, measures and review points

Participants can plan adoption activities that support sustained Lean logistics improvements.

• Stakeholder mapping identifies affected teams, sponsors, customers and suppliers
• Change messages explain operational reasons, expected behaviours and local benefits
• Frontline involvement improves workability of standards and visual controls
• Skills matrices identify training needs for revised logistics tasks
• Leader standard work defines routine observation, coaching and follow-up
• Audit cadence confirms adherence without replacing problem-solving conversations

Participants can assess how operational data and technology support Lean logistics control.

• Warehouse management system data validates movements, inventory and task completion
• Transport management system data measures routes, exceptions and carrier performance
• Barcode discipline supports accurate identification, confirmation and traceability
• Dashboard design prioritises actionable exceptions over excessive reporting
• Master-data checks protect dimensions, locations, units and handling rules
• Automation decisions compare process stability, volume, cost and flexibility

Participants can build, review and present a complete Lean logistics improvement pack for a selected operation.

• Current-state map presents material, information, time and inventory flows
• Waste analysis prioritises observed losses using quantified operational evidence
• Future-state design specifies flow, pull controls, standard work and visuals
• A3 proposal states problem, causes, countermeasures, owners and follow-up
• Benefit case quantifies service, productivity, inventory and transport effects
• Implementation roadmap sequences actions, risks, governance and performance reviews