Integrated Lean Six Sigma and Collaborative Leadership of the E2E Supply Chain

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Paul Bohr – Chief Transformation Architect

Executives in leading companies are driving higher levels of supply chain performance through the adoption of proven best practice methods and leveraging the right kind of organizational talent. As performance improvement initiatives such as Lean Six Sigma, ERP, and Operational Excellence mature past initial phases of application, executives are faced with the unceasing need for even higher levels of supply chain enterprise performance.  Despite the real and significant performance improvements of the last decade, marketplace factors demand still higher levels of performance

 01 E2E

Responsive and Adaptive Leadership

Today’s rapidly changing circumstances and uncertainties require executives and their supply chain leadership teams to quickly respond to increased complexities and risk in the supply chain. Whether its tsunamis, global conflicts, regional economies, regulatory changes, or protection of product or intellectual property rights, supply chain leadership teams are becoming overwhelmed with all the surprises and things that don’t go as planned. Positioning you and your team to stay ahead of these events requires the implementation of simplified risk mitigation/management processes that anticipate the probable, and focus efforts on the most severe potential impacts.

01 E2E v2Executives must also expect their team to identify opportunities for performance improvement, bring those opportunities forward in a way that maintains a perspective of priority, and assure that strategic impact and manageable scope projects are defined to successfully capture that opportunity.  Executives who have viewed their roles as mostly administrative in defining metrics, setting goals, and disciplining individuals to achieve personal scorecard objectives are challenged now to be more effective in establishing perspectives, setting strategic near term priorities, and making balanced decisions for near term results in all areas of supply chain performance: reliability, responsiveness, agility, cost and asset efficiency.

Collaborative Leadership of the End-to-End Supply Chain

Today’s supply chains are typically global, complex and made up of hundreds, if not thousands of business entities that require alignment in priorities, business plans, and performance improvement efforts. Collaborative leadership begins with alignment of the internal senior executive team, and continues with the day-to-day supply chain core leadership team and support team.

Establishing an end-to-end supply chain performance governance approach has become a top priority with many executives, and they are leveraging best practices in scorecards, dashboards, and performance analysis to enable these large perspective teams to know where they are and where they should be.

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Additional Reading

Best Practices for Developing Quality Executives

Rocking Your Lean Six Sigma Start-Up


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