Lean Sigma Institute Academic Advisory Service

Academic Industry Course Development

Some of the partners at Lean Sigma Institute have delivered courses at both graduate and undergraduate levels across many Universities. 

Dr Roger Hilton is on the advisory Board at LaTrobe University and provides graduate teaching into one subject at MBA level, namely Business Analysis Modelling. He also teaches into two subjects at Monash University at MBA level, namely Service Design and Operations Management. 

Mr Terry Brookshaw, is completing his Phd at Monash University in ERP deployment and has delivered programs at the graduate level over a number of years.

This experience has enabled the business to incorporate theory and academic best practice into our advisory services.

Academic Industry Facilitation

Dr Roger Hilton, through his tenure at Monash University, has been involved with bridging the gap of Corporate Australia with academic research and industry best-practice over many years. Dr Hilton, through Monash has a broad reach internationally as well.

Dr Hilton has close links to the UK. And as one of our Associates of international renown, resides and advises business in the UK in collaboration with the partners of Lean Sigma Institute.

Some of the countries the partners of Lean Sigma Institute could assist Corporate Australia is facilitation in countries such as the UK, Italy, China, US and Singapore.

 

Design Thinking and Development

The critical component in Organisational Strategy to solve complex problems, and find specific solutions for the customer. Lean Sigma Institute's proven innovative method based on Design for Six Sugma (DFSS) uses tailored phases, namely; Define, Measure, Analyse, Design Verify with Improve and Control to bring about strategic change and design key strategic objectives to drive the business forward.

The high-level model is based on a building block approach to systemise design thinking. 

Strategic Acquisition

New advanced technologies and approaches are being used and are needed by organisations to solve complex improvement problems, achieve breakthrough integration of company processes, explore new kinds of data, and automate real-time decisions. Big data, disruptive technology, and business cost pressures are a present fact. Turning structured and unstructured data into business intelligence (BI) is an opportunity for procurement leaders to enhance value for their organisation across the entire supply chain.

Business intelligence and analytics are part of the advanced approach which can assist and develop strategic procurement excellence. Procurement professionals today need to have effective capabilities in analytics and business intelligence to deal with the massive sets of data and extract valuable information to achieve their company goals. Many improvement initiatives in organisations realise that to achieve their goals of increasing value they must integrate the process of strategic procurement with new capabilities of business intelligence and new extensive types of data.

Best practice in the strategic procurement process as discribed in the graphic below has three components—sourcing, purchasing, and supplier management. Within each component the elements and sub-processes for each are aligned with the organisational strategy.

Procurement professionals who recognise and comprehend the power of business intelligence and advanced analytics in developing supply strategies will advance themselves in their career to develop and apply capabilities in business intelligence methods, tools, and technology. The Lean Sigma Institute has a unique offering and knowledge that integrates lean six sigma methdologies with technology with strategi procurement processes to help your organisation identify and realise significant value returns.

 

Strategic Sourcing - Method

Lean Sigma Institute's senior partner Terry Brookshaw, offers Design for Six Sigma and is abreast of best of breed technology to assist companies in design of procurement processes to optimise spend and recurring sourcing of products and services.

Lean Sigma Institute's looks at Strategic Sourcing through three key objectives; Position Assessment, Value Assessment and an Options Assessment:

 

Positions Assessment
Company Overview - Understand what we have bought in terms of volume, price, from whom approved Suppliers, the CCRs (Critical Customer Requirements), the impact of this product in the business and CBC (Company Business Characterisation).
 
Identification - As an example; Understand the routes to produce a product, which raw materials are used and the available technologies on hand.

Strategic Sourcing - Through a RFI and subsequent a RFP to gain an understanding of the market as a whole; e.g. who are the Producers, what geographies they operate in, what price drivers are there according to Supply/Demand,

Analysis - Quadrant Analysis, Structural Analysis and Sourcing Characterisation.

Value Assessment
This is to understand the cost and profitability of the Suppliers so we are able to define the strategy to appropriately address actions related to price pressure (their low margin) or titration (their high margin), and use as a basis for any Options Assessment.

Options Assessment
To have a brainstorming session with internal partners to identify potential alternative strategies, e.g. product specification, make or buy, tolling, etc. For each alternative strategy the NPV is calculated and the best strategy is determined with the internal partner.

Lean Sigma Institute's Model

The Lean Sigma Institue model is an integrated model leading to strategic supply chain transformation through vendor management that is supplementary to the overall company strategic blueprint. Ultimately the integrated model leads to digital transformation embracing innovation, integrating suppliers in the relationship and infusing the organisation with appropriate skills to enhance and sustain ongoing continuous improvement.

Continuous improvement concepts like Lean Six Sigma methodologies, considered as philosophies of management evolving out of the foundations of total quality management (TQM), enable the link of improvement targets to both an organisations strategy and business results and are a breakthrough enabler for Procurement to achieve high levels of performance. The integration of Lean Six Sigma into the strategic sourcing model is a unique offering by the Lean Sigma Institute.

A Category/Commodity and internal expenditure data analysis collection is a necessary first step and covers:
• Commodity/category spend, transaction count, commodity trend, # of suppliers, etc
• Product details (SKUs)
• Current Top 10 Suppliers in commodity area
• Identify departments/users that represent top 80% spend
• Subject matter expert (SME) review of data

This is the second phase of a strategic sourcing process. Lean Sigma Institute in collaboration with an IT solution provider would facilitate and support the development and provision of the overall role of procurement in the diligence of procurement processes and tracking protocols and methodologies within an overall strategy for strategic sourcing and manage, develop and train internal users.

The Lean Sigma Institute is ready and willing to talk with you about the overall approach and strategy for your strategic sourcing initiative.

Content

Contact

Contact Lean Sigma Insitute for a free discussion and details of our Professional Development Programmes.