Lean management in logistics: achieving more with less
Efficiency and process optimization are decisive factors for success in logistics. Lean management helps to keep processes lean and deploy resources in a targeted manner. A central aspect of this is the identification and reduction of waste. The seven classic types of waste play a decisive role here. But what do they actually mean and how can they be avoided? We talk about this today with Marek Mrzyk, Head of Lean Management at FIEGE Switzerland.
What does lean management mean in logistics?
Lean management in logistics follows the same principle as in production: the aim is to identify and reduce waste. The focus is on distinguishing value-adding activities from non-value-adding activities. The latter in particular often cause unnecessary costs and efficiency losses. Using methodical approaches, you can gradually minimize this waste.
Why is the topic of waste in logistics so relevant?
The concept of waste reduction originally comes from Japan, in particular from Toyota, which had to optimize its processes in difficult times. They realized that companies often spend a large proportion of their resources on activities that do not add value. According to the Pareto principle, in many companies around 80% of activities are spent on non-value-adding processes. If we only optimize the value-adding activities, the increase in efficiency remains limited. However, if we concentrate on eliminating non-value-adding activities, we can achieve significantly greater efficiency gains. This approach is successful worldwide and is being adapted by many companies.
What are the seven classic types of waste in logistics?
- Transportation: Unnecessary transportation of goods, such as unnecessary stock transfers or long transport routes within the warehouse.
- Inventory: Excessive safety stock or obsolete goods tie up capital and resources.
- Movement: Unnecessary movements of employees or machines, e.g. long distances during order picking.
- Waiting: Delays due to inefficient processes, missing materials or slow IT systems.
- Overproduction: Preparing or packing goods that are not yet needed.
- Incorrect production: Faulty or damaged goods that need to be reworked or disposed of.
- Unnecessary processes: Multiple checks or manual data entry that could be replaced by automation.
There is another type of waste - an eighth type, so to speak. I will discuss this later.
Unnecessary transportation of goods, such as unnecessary stock transfers or long transport routes within the warehouse.
Excessive safety stocks or obsolete goods tie up capital and resources.
Unnecessary movements of employees or machines, e.g. long distances during order picking.
Delays due to inefficient processes, missing materials or slow IT systems.
Preparing or packing goods that are not yet required.
Defective or damaged goods that need to be reworked or disposed of.
Multiple checks or manual data entry that could be replaced by automation.
I would like to go into more detail about the fifth type of waste, overproduction. Can you give a specific example in logistics?
A classic example is the premature completion of deliveries that are not needed until later. Resources are often used to prepare orders completely, even though a partial delivery would be sufficient. This ties up work capacity unnecessarily. Demand-oriented planning helps to avoid such efficiency losses.
You mentioned an eighth type of waste - what is it?
An often underestimated factor is the unused creativity of employees. Our colleagues are involved in the processes on a daily basis and have valuable ideas for improvement. By actively involving them in process optimization, we can develop innovative solutions and achieve further efficiency gains.
What measures do we take at FIEGE Switzerland to minimize waste?
We rely on structured project management. Every year, we plan optimization measures together with our employees. In interdisciplinary teams, we analyze processes and identify potential for improvement. This systematic approach enables us to continuously increase our efficiency.
Are there certain methods or technologies that help to achieve efficiency gains?
One of the most important methods is a comprehensive analysis of the current situation. Value stream mapping is particularly suitable for this. Here we look at material flows, bookings and administrative processes in detail. On this basis, checklists and action plans can be systematically developed to reduce waste. We would be happy to take up this topic in a further discussion.
That sounds exciting! Then we look forward to the next interview. Thank you very much for your time, Marek!
I would also like to thank you for the interview and look forward to the next one.
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