All Operations related checklists...
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Topics: Theory | Constraints; Critical chain | Scheduling | Checklist

Theory of Constraints Checklist

 
Checklist to be used to deploy a sequence of improvement projects to address a resource constraint in a system.
 
  • Mark all that apply.
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    • What is/are your system's resource constraint(s)?
    • In what ways can you exploit the system's constraint? What projects can you deploy to minimize the waste of the constraint?
    • In what ways can you subordinate everything else to the above projects that target the constraint? What projects can you deploy to maximize throughput of the constraint?
    • In what ways can you elevate, or lift the restriction, of the constraint? What projects can provide additional resources to the constraint?
    • Through these steps has your system's constraint been addressed? If so, return to the first question.
     
    Eliyahu M. Goldratt. "The Haystack Syndrome: Sifting Information Out of the Data Ocean". (North River Press, 1990), p. 59-63.
     
    See also:
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    Topics: Supply chain | Customer value | Checklist | Value

    5 Pillar Supply Chain Analysis Checklist

     
    Checklist to ensure your supply chain has the five elements that drive value.
     
  • Mark all that apply.
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    • TALENT - Have you hired talented supply chain managers and created an environment in which they can develop and grow?
    • TECHNOLOGY - Have you completed a technology assessment of your organization and identified any gaps?
    • INTERNAL COLLABORATION - Are the supply chain function and other areas of your business (e.g. marketing, human resources) focused on meeting the needs of your customer in the most effective way possible?
    • EXTERNAL COLLABORATION - Do you collaborate effectively with your external vendors/upstream suppliers?
    • EFFECTIVELY GETTING THINGS DONE - Is your supply chain supported by effective project management and change management people and processes?
     
    Reuben Sloan et al. “The New Supply Chain Agenda” (Harvard Business Review Press, 2010).

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    Topics: Supply chain | Customers | CHecklist

    Supplier Forward Supply Chain Strategy Checklist

     
    Checklist to be used to develop a supply chain strategy by starting with the needs of your customers and working backwards.
     
  • Mark all that apply.
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  • Have you assessed the supply chain needs of your customers?
  • Have you mapped your value stream flow to meet those needs?
  • Have you designed your internal operations to meet the needs of your customers?
  • Have you managed your upstream flow to support your internal operations?
  • Have you managed your suppliers to support the needs of your customers?
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    J. Paul Dittman. “Supply Chain Transformation: Building and Executing an Integrated Supply Chain Strategy” (McGraw-Hill, 2013), pp. 55.
     

    Understanding Your Supply Chain Customers Checklist

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    Topics: Supply chain | Checklist | Customers

    Understanding Your Supply Chain Customers Checklist

     
    Checklist to be used to evaluate your supply chain customers.
     
  • Mark all that apply.
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  • Develop an understanding of your competitors (link to Porter’s 5 Forces checklist below) and how your products fit into your market (link to Growth/Share Matrix checklist below).
  • Engage your customers (e.g. survey, meetings, research) and rank their supply chain requirements.
  • Gain an understanding (e.g. survey, meetings, research) of your customers’ customers. This will allow you to understand the full context of any downstream supply chain and requirements.
  • Divide your customers into groups based on their product and distribution requirements.
  • Develop a high-level distribution model that outlines the steps and processes that connect you to your customers.
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    J. Paul Dittman. “Supply Chain Transformation: Building and Executing an Integrated Supply Chain Strategy” (McGraw-Hill, 2013), pp. 40-41.
     

    Managing Supply Chain Risks Checklist

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    Managing Supply Chain Risks Checklist

     
    Checklist to proactively manage key risks to your supply chain.
     
    • Mark all that apply.
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      • Does your supply chain function in such a way that resources are committed or mobilized before they need to be (i.e. in advance of customer demand or before the next downstream step in your supply chain is ready)? If so, consider a risk management strategy of POSTPONEMENT to increase flexibility and avoid spending before it is necessary.
      • Does your supply chain have opportunities that can be exploited by strategically committing resources through a process of selective risk taking? If so, consider a risk management strategy of SPECULATION to anticipate future demand.
      • Does your supply chain rely on a single supplier or single market to remain profitable? If so, consider a risk management strategy of DIVERSIFICATION to give you the flexibility to adapt to outside variables that you do not have control over, such as natural disasters or drastic price increases by a supplier.
      • Does your supply chain interact with or depend on any uncertain variables such as unstable markets or unreliable upstream suppliers? If so, consider a risk management strategy of AVOIDANCE through active research closely tied to strategic actions such as exit strategies from specific markets.
      • Does your supply chain have opportunities for you to take control of either upstream or downstream systems, processes or decision-making? If so, consider a risk management strategy of VERTICAL INTEGRATION to minimize uncertainty in the flow of your operations.
     
    If you marked any of the boxes above, consider employing a simple risk management methodology:
     
    • DEFINE – Define the potential risk to your supply chain. Consider the ways in which risks are often interrelated and can therefore pose exponential threats.
    • ASSESS – Measure the potential risk to your supply chain. Consider ‘hard’ financial costs and also ‘soft’ or indirect measures such as opportunity cost and employee morale.
    • MITIGATE – Develop and implement an action plan to avoid risks and exploit opportunities.
    • CONTROL – Monitor the action plan, document the impact, and remain flexible if results are not attained and risks are not being managed as desired. If necessary, re-define, re-assess, and re-mitigate.
     
    J. Paul Dittman. “Supply Chain Transformation: Building and Executing an Integrated Supply Chain Strategy” (McGraw-Hill, 2013), pp. 33-42.