Success is assured only with full implementation of a complete lean system across the supply chain, including between the equipment vendor and its supplier and each internally. This implementation typically takes at least one year. Unfortunately, partial implementation will not yield partial success. For example, an extended manufacturing cycle time at the supplier side will create an unrealistically large buffer size in excessive inventory costs. Although this sounds simple, it is the most difficult step because it breaks with the traditional process thinking.
All processes are suddenly candidates for elimination unless they provide value to the customer.
Next, change the traditional depart-mental batch and queue process to a visual process flow of materials and assembly. Ideally, the visual process flow should be seen from beginning to end. The new receiving process will simplify the logistic process, since there is no need to gather new information on material in each information system. The order trigger could be the actual consumption of a part when the equipment vendor performs a backflash process. The supplier can have direct, but controlled, access to the equipment vendor's information system.