Why Just-in-Time Won't Work for Public Health
Why Just-in-time Won’t Work for Public Health Overview of Supply Chain Basics
James Elam, Manager, 3M Supply Chain Network Analysis Rob Wehrman, Manager, 3M Supply Chain Optimization & Modeling Expertise Center
3
Our Values and Goals
3
Six Market - Leading Businesses
Health Care Business Consumer and Office Business Industrial and Transportation Business
Electro and Communications Business Display and Graphics Business Safety, Security and Protection Services Business
3
International Focus
3M companies in more than 60 countries Sales in nearly 200 countries Consulting with Ministries of Health outside the US on Pandemic Influenza Preparedness
3
Speakers
James Elam, Manager, 3M Supply Chain Network Analysis Rob Wehrman, Manager, 3M Supply Chain Optimization & Modeling Expertise Center
3
Agenda
Introduction Basics Concepts in Supply Chain and Manufacturing Just-in-Time Manufacturing Concepts Warehouse and Transportation Considerations Conclusions Questions
© 3M 2006 All Rights Reserved
3
General Supply Chain Processes
Demand Information
Material Flow
Material Flow
Material Flow
Typical Supply Chain Network Model
Supplier Manufacturing Distribution Customer
Delay
Delay
Delay
Planning
Planning
Planning
Planning
Forecasted Demand and/or Orders Information
Planning
Types of Manufacturing Processes: Batch
Most prevalent Planned quantity of one product Many different products made on same equipment Economic situation determines an optimal batch size Products are run in a logical sequence to optimize process Lead time includes waiting in queue and processing time
© 3M 2006 All Rights Reserved
3
Types of Manufacturing Processes: Flow
Not as prevalent Single product production Very low variability Equipment usually runs at a steady pace Lead time is short as product is available all the time Capacity is expensive and hard to increase
© 3M 2006 All Rights Reserved
James Elam, Manager, 3M Supply Chain Network Analysis Rob Wehrman, Manager, 3M Supply Chain Optimization & Modeling Expertise Center
3
Our Values and Goals
3
Six Market - Leading Businesses
Health Care Business Consumer and Office Business Industrial and Transportation Business
Electro and Communications Business Display and Graphics Business Safety, Security and Protection Services Business
3
International Focus
3M companies in more than 60 countries Sales in nearly 200 countries Consulting with Ministries of Health outside the US on Pandemic Influenza Preparedness
3
Speakers
James Elam, Manager, 3M Supply Chain Network Analysis Rob Wehrman, Manager, 3M Supply Chain Optimization & Modeling Expertise Center
3
Agenda
Introduction Basics Concepts in Supply Chain and Manufacturing Just-in-Time Manufacturing Concepts Warehouse and Transportation Considerations Conclusions Questions
© 3M 2006 All Rights Reserved
3
General Supply Chain Processes
Demand Information
Material Flow
Material Flow
Material Flow
Typical Supply Chain Network Model
Supplier Manufacturing Distribution Customer
Delay
Delay
Delay
Planning
Planning
Planning
Planning
Forecasted Demand and/or Orders Information
Planning
Types of Manufacturing Processes: Batch
Most prevalent Planned quantity of one product Many different products made on same equipment Economic situation determines an optimal batch size Products are run in a logical sequence to optimize process Lead time includes waiting in queue and processing time
© 3M 2006 All Rights Reserved
3
Types of Manufacturing Processes: Flow
Not as prevalent Single product production Very low variability Equipment usually runs at a steady pace Lead time is short as product is available all the time Capacity is expensive and hard to increase
© 3M 2006 All Rights Reserved