Implementation of Lean Logistics in Harley Davidson

Lean Logistics, simply put, can be described as a way to confess and eliminate wasteful activities from the supply chain in order to increase product flow and repair. In order to achieve Leaner Logistics organizations need to fulfill leaner thinking. Lean production involves eliminating waste and using less labors, materials, time and space. Thats why it is save production. This in turn reduces costs.Harley-Davidson ram Company, the but major U. S. - ground motorcycle manufacturer, is known for setting the world standard when it comes to the design and manufacture of heavyweight motorcycles. The accompany chose UPS Supply grasp Solutions to help set world standards with its logistics processes. Before going lean, the company operated in a cluster of factories that could hasten been mistaken for an industrial park from the mid-20th century.The lack of automation and other new techniques kept it far lav in terms of operating productivity. But since adding lean to its operati ons, manufacturing that once comprised 41 buildings has been condensed into one well light up plant that employs much robots than laborers. The company has shaved the number of hourly workers to about 1,000 from more than twice that only three years ago, with more than 100 of these employees on contracts that allow them to come and go as is requisite by Harley.Using historic data from the suppliers, the analysts calculated optimal shipping frequencies for apiece of the suppliers, enabling the company to reduce the rate of regular inbound shipments to three times a week, while also grownup the manufacturing plant faster access to larger stocks of parts. UPS Supply Chain Solutions is gradually optimizing the entire Harley-Davidson inbound exile network, by calculating optimal ship frequencies for all the suppliers and identifying cross-docking opportunities at the other manufacturing facilities.As a result, Harley-Davidson Motor Company is gaining efficiencies throughout its man ufacturing operations, while reducing its transportation costs. The comprehensive solution also added value to Harley-Davidsons shipments of parts and accessories to dealerships. In the previous organization, Harley-Davidson shipped parts and accessories to its distribution center in Wisconsin where parts were stocked, picked and packed to rent orders. The orders were delivered by less-than-truckload to dealerships around the country.Leveraging its delivery network, UPS will begin shipping orders of less than 1,000 pounds directly to the Harley-Davidson dealerships. Orders of more than 1,000 pounds will be delivered to a UPS Supply Chain Solutions cross-docking facility in Wisconsin where they will be monied onto pallets the same day and shipped by less-than-truckload. As a result, Harley-Davidson expects to further reduce its transportation costs and speed up average delivery times of parts and accessories to its dealerships.JIT inventory is the driving force of Harleys quality-i mprovement program. JIT works on a demand-pull basis and seeks to eliminate all waste and activities which do not add value to the product. Suppliers of Harley had to implement JIT into their production process in order to compliment Harleys agreement. Previously, Harley utilized a complex, computerized inventory system, Material Requirements Planning, which was based on maintaining high levels of stock, to offset any manufacturing problems, so the assembly line would not be halted.This system was inefficient because it did not address the manufacturing process problems. This is a typical problem with many traditional firms, where readying becomes the accent. Since the focus for traditional firms is planning rather than control, the result is to try and improve planning for next time. Firms thus end up not executing these plans but rather planning and re-planning. With the lean approach the focus is on control. Procedures are kept simple, visual and made as routine as possible.W ith JIT, as each problem is exposed, you are forced to identify its cause, fix it, and move on to the next problem that is revealed. Although JIT system had top management support, without full employee participation in the planning and implementation, Harleys JIT would not have been effective. Harley Davidsons succeeder with the implementation of JIT had a lot to do with the fact that when JIT was put into practice, process problems could no longer be hidden by costly inventory that helped to meet ship dates. The inefficiencies in the processes were quickly identified and solved.