1. Lean What? R. Ken Trammell Deputy Commander Marine Corps Logistics Command 20 May 2004

2. “Lean” What? Lean Enterprise - A continuing agreement among all the firms sharing the value stream for a product family to correctly specify value from the standpoint of the end customer, remove wasteful actions from the value stream, and make those actions which do create value occur in a continuous flow as pulled by the customer. Once completed, analyze results and start again. Lean Logistics - A pull system with frequent, small lot replenishment established between each of the firms and facilities along a value stream Lean Production/MRO – (Toyota Production System); A business process for organizing and managing product development, operations, suppliers, and customer relations that requires less human effort, less space, less capital, and less time to make products with fewer defects to precise customer desires, compared with the previous system of mass production Lean Thinking - Womack and Jones 5-step thought process to guide managers through a lean transformation

3. BIG PICTURE EQUIPMENT AND LOGISTICS CAPABILITIES DERIVED FROM OPERATIONAL REQUIREMENTS ESTABLISH CAPABILITIES MAINTAIN EQUIPMENT READINESS ESTABLISH CAPABILITIES TO SUPPORT OPERATIONAL REQUIREMENTS RAPID REACTION FORCES - SUPPLY - MAINTENANCE - DISTRIBUTION RESTORE FIGHTING FORCES CAPABILITY RESTORE FORCES TO PRE-WAR POSTURE MAINTAIN EQUIPMENT READINESS Warning Order D - Day V - Day Pre-deploymentDeployment Employment RedeploymentPre-deployment Resetting The Force Reconstitution MC ESTABLISH CAPABILITIES TO SUPPORT OPERATIONAL REQUIREMENTS Concept & Technology Development A System Development & Demonstration B Production & Deployment C IOC Operations & Support FOC MAINTAIN EQUIPMENT READINESS DISPOSAL Total Life Cycle Systems Management

4. Logistics Support Elements Maintenance Support Contractor Support Requirement Manpower, Personnel, and Training Supply Support Support Equipment Technical Publications Computer Resources Support Facilities Packaging, Handling, Storage, and Distribution Transportability and Integration Environmental, Safety, and Health

5. Potential Solutions Spiral Development Performance Based Contracting/Logistics Contractor Logistics Support Public/Private Partnering End-to-End Distribution Owner Total Quality Management/Leadership Six Sigma Supply Chain Management Theory of Constraints ISO 9000 Certification Lean Production/MRO Total Asset Visibility

6. Commitment Training Document Processes 1 Evaluate Processes (ID MUDA) 2 Re-engineer Processes (Reduce MUDA) 3 Document New Processes 4 Employ New Processes 4 Measure Value of Product Baseline Value of Product Employ Processes 1 Key Steps 1 also ISO 9000 2 also TOC 3 also 6-Sigma 4 also ISO 9000 = Investment Required MUDA Pragmatic Lean Lean Thinking re. DoD MRO Process

7. Institutionalizing Improvements Change Management Approach Standard Terms of Reference Standardized Education and Training Integration of Disparate Initiatives Big Picture Awareness of Integration at Executive Level Concerted Effort At Operational Levels