Putting it All Together with Lean
Sales and Operations Planning

A Lean Thinking Program will not achieve the full benefit unless the Strategic Plan embraces and in fact, leads the effort.
The plan to produce or provide a service must incorporate the fundamentals of Lean Thinking just as the detailed efforts that are reviewed in the first five sessions of this six session series .
The purpose of a Strategic Sales and Operations Plan is to synchronize the plans and actions of Marketing, Sales, Operations, Finance, Information Services, Human Relations and any other functions that are in any way involved with the Supply Chain.
This final workshop will explain how the entire Lean Effort ties together and coordinates the program to assure maximum return on investment.

What you will Achieve;

• Sales & Operations Definition – you will have a clear understanding what the structure of a World Class Sales & Operations Plan entails
  How Lean and S&OP are brought together – Students will know how to coordinate the Lean program with the S&OP
  S&OP Objectives – attendees will be taught that the S&OP has numerous objectives that tie directly to the Business Plan
  Customer Satisfaction Oriented – we will show how the Customer is the primary input to the S&OP
  Available to Promise – significant time will be spent on the development of an ATP capability that is derived directly from the S&OP

What you will Learn;

• Demand Application – students will learn what true Demand is and how the many types of demand are aggregated to produce one demand per item per period
  Supply Development – the structure of the class will provide time for many exercises to illustrate how the Supply is synchronized with the Demand
  Product Planning Level – we will review the various levels of planning that are possible and how to understand what type is most applicable to any specific business
  Planning Frequency – attendees will have an understanding of how often a new plan is developed and how often it is adjusted
  Capacity Planning – great pains will be taken to explain why the S&OP plan cannot be overloaded. A plan must be totally achievable based on the capability of the internal and external supply chain
  Management Involvement – an endeavor as important as developing an S&OP requires the direct involvement of senior Management as the it will have a major impact on the Strategic Business Plan