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					 Business901                               Podcast Transcription
 Implementing Lean Marketing Systems


Transforming 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?




              Transforming your Supply Chain to a Lean Fulfillment Stream
                                   Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
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 and logistics
                  networks for any size company. Their three service categories are designed
                  to support companies in their effort to eliminate organizational waste, drive
down cost, and increase global competitive advantage.focus on developing solutions with our
customer base which requires operational flexibility to go where you need us
to go. The solution dictates the geography and they go where it is necessary
to implement the right solution, at the right time, in the right place and at the
right cost.

Robert’s latest book, Building a Lean Fulfillment Stream builds on the
concepts of waste, flow, and pull. This book follows the Lean Workbook
format popularized by the publisher, Lean Enterprise Institute. This workbook
provides the steps to a comprehensive, real-life implementation process for
optimizing your entire fulfillment stream from raw materials to customers. At the upcoming
Lean Logistics Summit, June 22nd and 23rd in Cincinnati, OH, Robert leads off the event as
the keynote speaker.


                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
Joe Dager: Thanks everyone for joining us. This is Joe Dager, the host of Business901
Podcast. Participating in the program today is Robert Martichenko of LeanCor. Robert,
could you tell me what LeanCor does?
Robert Martichenko: Absolutely. And thanks for having me on your podcast, Joe.
LeanCor is a third-party logistics provider and supply chain management company that
focuses specifically on lean applications. In order to support our customers, we have three
value streams: training and education, consulting, and then we're an actual logistics
provider.
Joe: You just wrote a book that was published by LEI, or Lean Enterprise, it's called
"Building a Lean Fulfillment Stream". Could you tell me what prompted you to write a
book?
Robert: Absolutely. I've had the pleasure and honor of being an instructor for the Lean
Enterprise Institute, Dr. Womack's organization, for several years now. Helen Zak, Rachel
Regan, other folks and I from LEI had talked about a workbook on and off for several
years. And then a couple of years ago, we just decided that it was time to do it, to join the
series of workbooks that LEI has put out.
So we were willing and able. We also thought it was the right time as well, as organizations
who have been embracing lean inside their four walls, for the past decade, are now
starting to understand the importance of lean thinking outside of those four walls inside
what we are calling the "fulfillment stream". Others may know it traditionally as the supply


               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
chain. But we thought that the time was right, and we had the right people to put the book
together, so as a team we went and accomplished that.
Joe: Can I ask you a funny question? What makes it a workbook over just a regular book?
Robert: Well the first thing is that the book follows the format that the Lean Enterprise
Institute had put together with their other books, starting with "Seeing the Whole",
"Making Materials Flow", and so forth. So it is just from a physical format point of view a
workbook.
But the other element of that is it's really a how-to book. It's not a textbook. It's not an
academic, theoretical book. It's really a how-to, step-by-step approach of how to
implement lean thinking inside the company's fulfillment stream.
Joe: I relate the fulfillment stream to the supply chain. Is there a difference?
Robert: Well I guess I need to go back in history. That's a great question. Essentially,
when we first started writing the book, the title of the book was "Building the Lean Supply
Chain", and that just made sense to everybody. Then, Dr. Womack and I were chatting one
day, and he informed me that he didn't like the title. And I asked, "Why not?" And he said,
"Well I don't like the words 'supply chain'." Dr. Womack's is not a supply chain
professional.

So I said, "You know, Jim, there are a few of us that use that term in the industry. It's a
well-known term." He said, "Well nonetheless, I don't like it." We were able to have a
philosophical conversation around the words "supply chain". Essentially, what it led to is
                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
that if you think of the word "supply", the first thing you picture if you close your eyes and
say the word "supply" is something starting upstream and being pushed down towards the
customer.
That's not what the book is about at all. The book is about implementing flow and pull. It's
not about push. The second word was "chain". It's the idea that a chain is only as strong as
its weakest 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.
We talked about this and realized what we're really talking about is fulfillment. We're
talking about consumption starting with the customer and then the fulfillment stream
activities happening at the pull of the customer. Then we're talking about flow hence the
word "stream."
So while I'm sure it will take us a few years to maybe get some nomenclature changed
inside the industry I think that we are fundamentally saying that supply and chain don't
quite fit here from a lean point of view.
Joe: I like your definitions of why it is a fulfillment stream. When I read your book I
actually related it to other processes that take place within an organization other than
maybe just what the book was intended for.
Robert: Well, writing the book was really challenging because unlike say, building a cell
inside a factory or changing the line over to mix model, the organization for fulfillment
streams or the supply chain are so different. If you just think of a supply chain activity for
an automotive company versus let's say a hospital versus a restaurant, they're so
               Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
fundamentally different. So writing a book that somebody could just pick up and say I
could use this inside my supply chain is very difficult.
So the book is about how to but it is also about how to think. It’s about how to take
principles that we've outlined and then how do you apply them to your particular
situations. So you're absolutely right that it does span you know, from tier two suppliers all
the way to your own processes all the way to your customers and every company is going
to be very different.
So it's a bit of a good news bad news story. The bad news is that you can't read the book
and then just go and say do this do this do this. The good news is that you can read the
book and you can get the principles and some very valuable tools that will allow you to go
back and critically think through your own process just to see how you can in fact drive
lean thinking inside your organization.
Joe: Your guiding principles, your eight steps, is that the same as your lean principles?
Robert: Well that's a good question. Now when we say lean principles there's a little bit of
a difference between the principles we've outlined and the eight or seven steps which is
you know, starting with the customers and outbound logistics and then receiving and
shipping and material handling and then moving up to the handler.
The principles are a little different. And when we say principles first we like to define that.
You know, a principle is something that you just believe that you don't need data to
support and that you shouldn't question. You should just believe that this is the right way
to do something.
                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
I always use the analogy you know, as parents we have principles as to how we raise our
kids. Not all of us have the same principles but these are things that we just believe. Well,
in the book we've outlined what we believe to be the lean principles relative to fulfillment
stream or supply chain management and those are you know, first make customer
consumption visible and manufacturer distribute to that cadence of customer consumption.
Second, reduce lead times because lead times is only made up of two things - value and
waste. So if we can reduce lead times assuming that we are not devaluing our processes
then we know intuitively that we are reducing waste.
Three, use pull systems. So allow consumption to drive activities as opposed to forecasting
and pushing materials into the fulfillment stream.
Four, create velocity and reduce variation by moving smaller shipments more frequently.
So we believe that we need to be focusing on speed.
Five, collaborate and focus on process discipline so this is a guiding principle that we have
to be focused on the process and last, but certainly not least, measure and manage total
cost of fulfillment.
So you're now taking the total cost approach. A horizontal view of the organization and
what is the total cost to the organization. So, to answer your question, well certainly many
of these dovetail with traditional lean thinking and lean principles, I think these build upon
traditional lean thinking and show how it starts to apply inside the fulfillment stream.


               Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
Joe: If a company is not already doing lean, can they effectively supply this to their
fulfillment stream? I mean, will they believe in it or do they have to be, already a Lean
company?
Robert: I don't think so because when you really look at what we're doing and the things
in the book, so much of it is just good basic discipline as well. I'm even under the opinion
that organizations can begin their lean journeys with the fulfillment stream work. There's a
traditional thought that it has to start inside the factory and my experience leads me to
believe that doesn't need to be the case.
Second of all, a lot of our customers don't even have factories. They're industries where
they are not even manufacturing. They're distributors, for example. So it doesn't need to
be the afterthought and there is a ton of work that can be done in the fulfillment stream
activities.
Traditionally, inbound logistics for example is an orphaned process so there is just low
lying fruit in those areas. Outbound logistics though not ignored as much as inbound,
there's still an incredible amount of opportunity in these processes.
I think an organization can start tomorrow and start to see benefits very quickly.
Joe: Do you really need to be like this big conglomerate that has all this shipping or do
these principles apply to a smaller company?
Robert: There's no question that small, medium or large you can get the benefits. In fact,
the smaller you are, the faster you can mobilize and the less people you have to convince
               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
and the easier it is to see measurable results. So we in particular with lean core, we like to
work with smaller companies as well because the improvement and the results can be so
visible so quickly and very 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 really be able to act on something. For example if you are
receiving something every week for example and we want to start receiving every week or
even every day, there may be a little critical mass that's required so we can continue to
manage transportation costs for example. However, that doesn't need to be a showstopper
either.
So no, absolutely, it doesn't matter what size your organization is. Living by these guiding
principles and focusing on the process will help the organization.
Joe: You advocated using PDCA during a weekly session so that you're on top of the
situation rather than just looking at the after effect from the measures. Is that something
new or - It reminded me kind of a scrum master, in scrum and software development
having the daily meeting so you knew right away what was going on rather than someone
telling you, you had a 20% error over there.
Robert: There are a couple of things there. One is that you are talking about the way we
talk about managing the inputs as opposed to the outputs, and I don't 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.


               Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
For example, the organizations that are measuring rate per mile and cost per case and
units of measure that are very economy to scale focused. You are measuring your rate per
mile and meanwhile trailers are running around that are only half full. Obviously our eye
isn't on the price, where as if we focused on the cube utilization and packaging, efficiency,
and reduction of miles then things like rate per mile or transportation cost just by default
will reduce.

I don't think that is anything new. The idea of the stand-up meeting with the scrums, well
this is just regular PDCA because, in my opinion, your PDCA cadence or your cycle of your
plan-do-check-act has to be in the same cadence that the work is being done. Most of our
work in our business is logistics, and it's first and ten, do it again work. In other words, we
come in and do our work. We run a sequencing center and support our customer for two
shifts, and then we go home. The next morning we come back and do it again. What
happened yesterday is not on everybody's mind.
Your cadence of your plan to check act has to be every day as well. If your work is every
hour, if every hour you are doing another cycle of the same work, then your PDCA should
be every hour. The stand-up meetings and the daily scrums are to connect with the
cadence of the actual work being done.
Joe: I think cadence is so important anymore in getting that rhythm because that is what
really determines your flow and flow works when you have that nice cadence going all the
time.



                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
Robert: When we kind of introduced the word cadence in the workbook as opposed to
using the word "tact", and certainly we are believers in tact time, but we didn't want to
confuse people with "how do I measure tact at every single point of every process?" and so
forth.
We introduced the word cadence, and even to simplify the word cadence the way I like to
describe it is that there is a dance going on. There is a dance happening in the fulfillment
stream between your customer, distributors, wholesalers, manufacturers, suppliers,
transportation providers, customs brokers, and all of these parties that are involved in your
customer getting what it is that they want. All we are trying to do is to make sure that
everybody is dancing the same dance. The customer, AKA consumption, gets to lead the
dance. They get to say whether we are doing the tango or two-step, and when they lead
via consumption then we want the rest of the fulfillment stream to be dancing at the same
pace and dancing the same dance. If we can get that done, we know that fulfillment
stream or supply chain will have minimal waste in it.
Joe: Perfect order execution and the eight rights, are they supply chain terms?
Robert: We have got some incredible university universities that have been teaching
logistics for a long time now, and there are new schools coming on board. There are
graduates coming out with logistics degrees now. In Logistics 101 if you open up any text
book in logistics you will learn about the eight rights. I always joke with my colleagues and
say I don't know why we think that supply chain management is so difficult. We only have
eight things that we need to do. We need to get the right part, to the right place, at the
right time, in the right quantity, with the right service, and so forth.
               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
So no, we certainly didn't invent the eight rights, but we do think about them, and we do
build upon them, because at the end of the day, those are the eight things that create the
perfect order for the customer. So those in fact should be the things that we measure, and
those should be the things, that are happening horizontally across the validity stream.
Joe: I noticed in the book, that you talk about the determined pacemaker point. Tell me is
that similar to what the bottleneck would be in the Theory of Constraints? Is it the control
point, that you base your system or flow on?
Robert: It wouldn't be the bottleneck. When we're talking about the pacemaker setting
point, essentially what we're doing there is, we're giving an out, in order to be able to
execute principle number one: which is make Customer consumptions visible, and
manufacture, and flow to that rate of customer consumption.
For example, from a theoretical point of view, Say a company that services Wal-Mart. We
would say, well what do you want to do is you want to know how much of your product is
sold off the Wal-Mart shelf every day and then you want to make that, and replenish it in
those exact quantities, A.K.A a pull system.
The challenge is that, while that sounds great in theory. The ability to do that from a
practical point of view in today's constraints is very difficult.
So we say: OK, well you know what? We're not going to give up on this idea that we're
going to only replenish what had been consumed. But we're going to accept defeat right
now, that we can't get that information of exactly what was sold off our customers, or
consumed by our customers. What we're going to do is, we're going to choose another pay
               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
setter. The pay setters being that area, where if there's consumption, then we will
replenish, based on that consumption. So if we can't actually do it at the actual customer
itself. Then we may say: Well let's do it at the next closing point. Say our distribution
center, whence our distribution center as the pace center.
So any consumption out of our distribution center will then drive all of the upstream
activities through the pull systems.
Joe: Then you talk about some different times, like sleep times. That's not lean is it?
Robert: Well, that's another great question, and I have a great friend of mine, Richard
Hall. I once had a very heated discussion around this. Sleep times refers to trailers
sleeping in the yards. Sleep means that they're waiting. They're waiting to hit a dock to be
unloaded. By definition, that is waste. Most people would say that trailer should be live on
loaded, or live loaded, and hit the doors 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 that's a fantastic argument.
However, when we start looking at the total cost of assailment, one of the things that
you're going to see very quickly in particular, in a manufacturing assailment stream, is we
have to protect the flow of material, into the factory or into the distribution center. That
means we have a very discipline receiving schedule, and a very discipline shipping
schedule, much like the airlines.


               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                     Podcast Transcription
Implementing Lean Marketing Systems
If you think of the airlines, you have an itinerary exactly where you 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 we want this level of discipline at our facilities, relative to shipping and receiving.
However, transportation systems, even in North America, where they're the best relatively
speaking, around the world. We consider transportations as a 98% business. What that
means is that there are some inherent instability that exists. If we were going to bank our
whole discipline on trucks, showing up exactly on time, and hitting the door exactly when
we planned. We know that the system will fall apart, because of the inherent instability on
our transportation systems.
So what we do is we introduce this thing called: Sleep time, where you're putting a little bit
of a buffer. Say the trucks needs to unload at 11. You have the truck arrive at 10. So it's
sleeping for an hour. You put some plan to buffer, in order to maintain the stability, and
discipline around your shipping, and receiving schedules.
Joe: OK, so sleep time is a pretty short term time. I mean, we're not talking about three
days of sleep time typically.


Robert: Typically no, however for some of the global transportations, for example: Where
your transportations transit times in the instabilities, there may be five or six days. Then
maybe you're sleep time may in fact be three days, because of containers coming from
Asia, and so forth.

                Transforming your Supply Chain to a Lean Fulfillment Stream
                                        Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
Joe: What's some of the biggest surprises, you've ever seen when you evaluated
someone's fulfillment stream? Something like WOW, this is happening!
Robert: Well, the first thing which really isn't a surprise, it's almost an expectation, is just
the lack of information, the lack of data, and the lack of attention, that certain parts of the
fulfillment streams have had. And for a whole bunch of good reasons, it's not from this
management, or not wanting to get the things. It's just a fact that it's never been a
priority. Some of these areas have not been a priority, that there tends to be a lot of
opportunity: for a quick win cost reduction, for inventory reduction, for connecting the rest
of the organization and creating visibility, and frankly, for improving customer service.
Joe: You asked for a lean fulfillment manager in there. Is there a difference in just the
regular supply chain guy?
Robert: Well, I'm sure there are lots of regular old supply chains, that are very, very
good. Something you said there, kind of made me start to see the last 40 years, from our
profession, we've gone of distribution people, to logistics people, to supply chain people,
and in some respects, some of us have changed, and in some respects, some of us
haven't. We're doing the same things, but our titles have changed.
The difference if you're a lean fulfillment stream person, or a lean supply chain person,
then the first thing is that: you're thinking total costs. You're thinking horizontal across the
organization, and you're not in your silo just looking at your vertical trying to measure,
trying to manage your own personal metrics.


                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
The fundamental difference is: you're 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 of logistic functions, in the
same way that our organizations are made up of logistic functions: transportation,
warehousing, forecasting, demand planning, and so forth.

There's a part of our body, whether it's in the brain, or in the soul, that is making our body
work in harmony. For example, my heart: I haven't gone to my heart, and said: Your job
now is to pump as much blood as you can, 24 hours a day, and I'm going to pay you per
pump. I would laugh about 30 seconds. If all of my systems in my body were trying to
maximize their output, I would laugh about 30 seconds, before I dropped to the ground. So
in the same way that the body is working in harmony, it works a certain way when I'm
sleeping. It works a certain way when I'm running, and getting exercise.
In that same analogy, a lean fulfillment stream thinker, or a lean supply chain thinker is
one that says. You know what, we want to take all of these functions and we want to
optimize the system. We don't want to minimize each area, we don't want to maximum the
output of each area, we want to optimize the entire system.
So we are getting the maximum benefit from the entire system based on what the
customer wants, based on that initial trigger of customer consumption.
Joe: Do you see how lean and Six Sigma go together or do you think lean is the more
appropriate thing for fulfillment stream here?

               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
Robert: Well you know the age old argument right? Lean versus Six Sigma, Six Sigma
versus lean. I don't sign up for really any of it. At the end of day as a lean thinker, what
that means, is that we are trying to create problem solving cultures. We're trying to create
organizations that every day we go in and make problems visible.
Then through thoughtful problem solving we fix those problems. And we do everything we
can to fix them at the root cause. And I think certainly all aspects of lean thinking and
many aspects of our traditional Six Sigma models and the theory of constraint models, and
TQM models, all have elements of that.
So as far as I'm concerned if you are exposing problems and trying 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 that's great. We need to stop getting caught up in the tools. Specifically
to Six Sigma, the Six Sigma has a lot of focus on reduction of variation.
Understanding variation, and reducing variation and the house of lean, sits on stability as
the foundation. And stability is defined as a minimal variation, a void of variation. So from
a lean point of view we are focusing very hard on creating basic stability. Or the lack 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 tell people, by other people that
are thinking a lot about this. Is maybe we need to stop calling it anything, don't call it lean,
don't call it Six Sigma just call it being smart. Call it running your business the right way.
And then just apply the principles that we're advocating.

                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                    Podcast Transcription
Implementing Lean Marketing Systems
Joe: Robert you talk about, looking at the total cost and supplier collaboration and things
like that. But so much of the supply chain is about outside vendors. Is that difficult to
manage, how do you pull them into the process?
Robert: It can be difficult, and people always...one of the questions that we always get
asked is "well what if our suppliers are huge and we are not one of their big customers"
and so there's going to be times where it is very challenging. But what we have found in
our experience is that. You're a company is going to have suppliers that are embracing
lean themselves and want to collaborate.
They are going to have suppliers that will collaborate only because their customers asking
them to. And they are going to have suppliers that simply don't want to collaborate. And
you're always going to have those three. And what we say is, lets first focus on the
suppliers that are like minded and embracing these principles.
And let’s go and got those supply chains and those fulfillment streams running efficiently.
Then we will go the next group, which are those who are willing to collaborate. But don't
see the value themselves yet. And so you can keep yourself busy for a couple of years
before you have to worry about those suppliers that aren't interested in collaborating with
you.

Joe: You're saying that a cultural fit, is just as important as any other criteria that you
may put on there.
Robert: No question, if not the most important thing. If an organization or their suppliers
don't see the value in implementing and doing...let’s face it and I'm always told I need to
               Transforming your Supply Chain to a Lean Fulfillment Stream
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Implementing Lean Marketing Systems
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 good data systems.
To go and eliminate waste requires some hard work from everybody in the organization. If
people don't see the value proposition, if they don't understand the ‘what's in it for me,’'
then typically that hard work isn't going to get done. If it does get done, it will get done
once, and then it won be sustained over the long term.
Joe: You have a logistic summit coming up shortly.
Robert: We do, we are participating, and it’s actually being developed by a gentleman,
Jim Huntzinger who is a friend and colleague. It is in the Cincinnati area in June 22nd and
23rd and we 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 the morning and a friend and
colleague Doctor Tom Goldby will be another 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 people should absolutely attend. Really, anybody who
is interested in understanding how lean connects to the other parts of the business.



                Transforming your Supply Chain to a Lean Fulfillment Stream
                                       Copyright Business901
Business901                                   Podcast Transcription
Implementing Lean Marketing Systems
If you have lean manufacturer folks, lean purchasing folks, or anybody that's tying to lead
lean initiatives inside an organization. That wants to see how lean and logistics connects
together. It would be great for you to attend. Be a great education.
Joe: Would you like to add anything that maybe I've forgot?

Robert: I guess if anything just that I think that there can be some really rewarding work
that's done inside the fulfillment stream. I think that the lean thinking, and the principles
that we've laid out in the work book, if we take these and we think critically about our
organization. I think that you'll find that there is an awful lot of opportunity.
Joe: Well I want to thank you Robert and please mention how someone could contact
you. This podcast is available at the Business901 podcast site and also available in the
Business901 iTunes store.
Robert: Great, Joe, thanks for your time. They could just send me an email at
Robert@leancor.com and I'd be more than happy to hear from anybody.




               Transforming your Supply Chain to a Lean Fulfillment Stream
                                      Copyright Business901
Business901                                           Podcast Transcription
Implementing 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. Joe's ability to combine his expertise with "out of the box"
                          thinking is unsurpassed. He has always delivered quickly, cost effectively and
                          with ingenuity. A brilliant mind that is always a pleasure to work with." James R.

Joe Dager is President of Business901, a progressive company providing direction in areas such as Lean
Marketing, Product Marketing, Product Launches and Re-Launches. As a Lean Six Sigma Black
Belt, Business901 provides and implements marketing, project and performance planning methodologies
in small businesses. The simplicity of a single flexible model will create clarity for your staff and as a result
better execution. My goal is to allow you spend your time on the need versus the plan.

An example of how we may work: Business901 could start with a consulting style utilizing an individual
from your organization or a virtual assistance that is well versed in our principles. We have capabilities
to plug virtually any marketing function into your process immediately. As proficiencies develop,
Business901 moves into a coach’s role supporting the process as needed. The goal of implementing a
system is that the processes will become a habit and not an event.

 Business901                                 Podcast Opportunity                               Expert Status

                  Transforming your Supply Chain to a Lean Fulfillment Stream
                                              Copyright Business901

				
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posted:6/17/2010
language:English
pages:21
Description: This is a transcription of a Podcast with Robert Martichenko of LeanCor. We discussed applying Lean to Supply Chain operations.