The causes of excessive lead time are usually revealed in a well constructed value stream map of the process. Equipment downtime, poor yields, and excess inventory, (specifically WIP) are usually the main culprit of uncompetitive leadtimes. Two key words to focus on here are “flow”and “pull”. With specific focus on inventory, create processes that have the inventory at point of use, and utilize replenishment methods based on consumption rather than forecast.

Streamlining inventory levels to reduce manufacturing lead times requires a strategic approach that balances stock availability, demand forecasting, production schedules, and supplier management, all of which depend on the people who manage these tools, techniques and processes. Just like manufacturing workers, it is important to assess the current skills of inventory and supply chain personnel and provide them with the necessary training on these tools to improve their efficiency and effectiveness.

Better to see, than read. You can see this improvement method in action on YouTube under 'Sid's Heroes'. We must achieve the 3E's. Effectiveness. Doing the right things. (These are the activities that create & sustain our competitive advantage in the marketplace. A key element of sustaining our effectiveness is to continually eliminate items & activities that do not contribute to it & improve all the others.) Efficiency. Doing things right. (Achieving our effectiveness using the minimum. *Manpower, Materials, Machinery, Movement, Money & Minutes. This reduction should be ongoing.) Enjoyment. Making sure our people enjoy creating & sustaining the first two E's. (We must organise our activities to satisfy the human needs, named by Maslow.)

Commencer par analyser les attentes du marché, en particulier la saisonalité, les attentes en terme de délai, les quantités commandées et le taux de service attendue vis à vis de ces critères. Utiliser ensuite des outils statistiques pour définir le niveau theorique des stock finaux... puis remonter l'ensemble de la chaîne de valeur pour identifier les stocks intermédiaires et définir les stocks optimaux. Calculer la valeur de stock et partager avec la finance qui évidemment chalengera les résultats... le reste n'est que compromis entre valeur de stock et le taux de service. L'approche idéale étant de definir les actions pour réduire les lead times.

To streamline inventory and reduce lead times, implement Just-In-Time (JIT) management, accurate demand forecasting, and ABC analysis to prioritize critical stock. Strengthen supplier relationships for quicker deliveries, automate inventory tracking, and maintain optimal safety stock. Regular audits and lean techniques further enhance efficiency.

I’m not sure streamlining inventory levels will have an effect on lead time. It’s normally the other way around. With shorter lead times your inventory can be lower or more optimized since you can respond quicker to variations in demand. Longer lead times or larger batch sizes reduces flexibility and increases inventory, often in combination with obsolescence or purges of material expired.