Digital Business Delivery-1

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MN7030Session7LeanandTQM2022.pptx

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Slide title – Please use Arial, size 30 Please do not change the formatting of this slide. Remember to keep your slides brief. Only include key points of prompts on the screen. Retain the formatting set out here. Elements of the slide are aligned as per the brand guidelines. If emphasis of one or two words is called for then bold text is permitted, though use this sparingly. For more information about our editorial style and to download the latest templates, visit: londonmet.ac.uk/brand.

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Master of Business Administration Session 7 Lean and Quality Management Professor Nigel Caldwell

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Agenda Once upon a time in mass production land Synchronised flow The four key elements of lean Lean tools What is lean? Does lean work? N.B. statistical process control comes later

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“ Defects are not free, someone makes them and gets paid for the privilege” W. Edwards Demming Quality Guru

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Time Costs of quality Appraisal Internal failure Appraisal Prevention Total cost of quality Preventing mistakes (‘waste’) is cheaper than putting mistakes right style.visibility ppt_w ppt_h style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Total Quality Costs Failure costs Appraisal costs Prevention costs Increasing quality costs Increasing ability to meet customer requirements Investment in Prevention leads to a Decrease in Total Quality Costs

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Nissan factory Yokohama Japan circa 1954 Austin A40 Somerset celebrations of the first model built in Japan from parts supplied by Longbridge , Birmingham, UK

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Lean – born in Japan out of necessity 1945 - End of WW11 Toyota faces a daunting prospect: How to compete against Western Auto Giants entering the Japanese market? Kiichiro Toyoda to Taiichi Ohno “ Catch up with US in 3 Years ” Ohno ’ s challenge: How to design a production system exploiting the central weakness of mass production Japan ’ s dilemmas: Small & fragmented market, depleted workforce, scarce natural resources, little capital Lean evolved as a response to this challenge over a number of decades

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Upfront investment : Japan vs the US Contrast between Japanese and USA’s traditional approach to NPD Time % Resources Concept development Design & prototyping Manufacturing & assembly Trials Ramp-up Launch Japan USA

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Design Flexiblity and Cost of Design Changes High Low Time Flexibility in design Cost of design changes Involving Suppliers in New Product Development style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h style.visibility ppt_w ppt_h

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Traditional & concurrent NPD From sequential to concurrent : lead time reduction Strong influence from Japanese auto industry By 1990 Japan had a NPD lead-time advantage of between 12 -18 months* Concept generation Product planning Advanced engineering Product engineering Process engineering Pilot run Time Stages *Source: Clark and Fujimoto (1991) ‘Product Development Performance’

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The 80s arguments against Japanese success They inspect everything and only send over their best built cars They only know how to build small cars (i.e. more complex cars would be ‘too difficult for them’) They are selling in Europe at a loss They can only copy, never innovate The Japanese workers had to work non stop in appalling conditions – far harder than western labour had to work And why didn’t they have strikes!

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(Total) Quality Management? Deming ’ s 14 points, include: long-term commitment to improve cease dependence on inspection stop purchasing on price alone aim for continuous improvement institute QC training eliminate slogans end Performance Measurement based solely on output put everyone in the company to work in the transformation

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‘an effective system for integrating the quality development, quality maintenance and quality improvement efforts of the various groups in an organisation so as to enable production and service at the most economical levels which allow for full customer satisfaction’ Feigenbaum (generally held to be the originator of the term) defines TQM as………

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Total Quality Management Includes all parts of the organization Includes all staff of the organization Includes consideration of all costs Includes every opportunity to get things right Includes all the systems that affect quality And it never stops! style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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LEAN Synchronised Flow Customer demand triggers Enhanced improvement Behaviour Waste elimination

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The traditional approach creates inventories… Inventory Ties up capital Needs warehouse Defects are hidden Cost Space Quality Decoupling Makes stages independent Utilization Stages kept busy by W.I.P. Coordination Avoids having to synchronise flow Who cares? Lord Nuffield William Morris

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Traditional approach: Lean approach: stage A Information/ orders deliveries Information/orders deliveries Traditional and synchronised flow buffer inventory stage B buffer inventory stage C stage A stage C stage B One way information flow style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Flow at Smart Krupp Hoesch Rear Power train Bosch Front Power train Smart Sales Dynamit Nobel Plastic Panels Unipart Doors Magna Space Frame Eisenmann Paintshop

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Flow at Tesco Before Merchandisable units After Merchandisable units Making product flow

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Flow Principle A process consists of 3 steps - A , B and C. It takes one minute to finish each step of the process. (A, B and C) Batch Flow (units processed in batches of 10) 10 Minutes How much time will it take for 10 units to move through the process? A B C 10 Minutes 10 Minutes + + = 30 Minutes style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Flow Principle A process consists of 3 steps - A , B and C. It takes one minute to finish each step of the process. (A, B and C) Continuous Flow (unit processed individually, that is, process one, move one) 1 Minute How much time will it take for 10 units to move through the process? 1 Minute 10 Minutes + + = 12 Minutes A B C Note – The total amount of work required to complete each batch has not changed, but the throughput time of each batch is reduced from 30 to 12 minutes style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility ppt_w ppt_h

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Levelled scheduling equalizes the mix of products made each day 250 A 600 A 200 B 200 C Scheduling in large batches , where batch size A = 600, B = 200, C = 200 250 A 150 B 100 A 200 C 50 B 600 A 200 B 200 C 250 A 150 B 200 C 250 A 100 A 50 B Over an eight day period, need to make............1200 of A 400 of B 400 of C Every day, the schedule needs to be calculated. Each day can be different style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility ppt_w ppt_h

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Levelled scheduling equalizes the mix of products made each day 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C 150 A 50 B 50 C With levelled scheduling , where batch size A = 150, B = 50, C = 50 Over an eight day period, need to make............1200 of A 400 of B 400 of C Every day is the same. Easy to notice if falling behind schedule style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility ppt_w ppt_h

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LEAN Synchronised Flow Customer demand triggers Enhanced improvement Behaviour Waste elimination

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Lean approach focus on producing only when needed lower capacity utilisation, but no surplus production goes into inventory low inventory so problems are exposed and solved Traditional approach focus on high capacity utilisation more production at each stage extra production goes into inventory because of continuing stoppages at stages high inventory means less chance of problems being exposed and solved Lean operations more stoppages because of problems fewer stoppages style.visibility ppt_w ppt_h style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility ppt_w ppt_h style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Cowley factory Pressed Steel 1933 pressing metal sheets to make body panels in the Toledo Pressing machine

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Cowley factory Pressed Steel 1933 pressing metal sheets to make body panels in the Toledo Pressing machine

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Longbridge factory Austin Motor Company 1930s large presses with metal pressings of wings in the foreground

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Small machines Conventional Western approach is to purchase large machines to get “economies of scale”. These often have long, complex set-ups, and make big batches quickly creating “waste”. Changeovers Inventory levels Time style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Using several small machines rather than one large one allows simultaneous processing, is more robust and is more flexible..... Small machines Inventory levels Time style.visibility style.visibility style.visibility

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LEAN Synchronised Flow Customer demand triggers Enhanced improvement Behaviour Waste elimination

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Cowley factory Morris Motors 1925 Sawmill where timber was cut to make wooden body frames Morris Radiators Coventry 1960 Cowley factory Morris Motors 1946 production of the Hindustan for export to the Indian market based on the prewar Morris Ten

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What 5S tools do you observe?

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The 5S’s System to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results “ Clearing the clouds ” – eliminate the waste of motion from moving things and the waste of looking for tools and materials As much to do with the mind as with the physical situation! Seiri Sort Clean-out Clear Seiton Stabilise Configure Arrange Seiso Shine Clean and Check Neatness Seiketsu Standardise Conformity Discipline Shitsuke Sustain Custom and practise On-going Improve

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Uses techniques such as: Benchmarking Pareto Analysis Quality circles Suggestion schemes Quality audits Customer surveys Poke-Yoke (Fail-Safe) devices Continuous Improvement

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LEAN Synchronised Flow Customer demand triggers Enhanced improvement Behaviour Waste elimination

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Lean Production Providing more value with less waste Waste consists of muda (non-value adding work), muri (overburden) and mura (unevenness) Closely linked with Just-In-Time and Autonomation Smooth flow of materials arriving just as needed Automation with a human touch

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The lean approach aims to meet demand instantaneously, with perfect quality and no waste It means that the flow of products and services always delivers…. exactly what customers want (perfect quality) in exact quantities (neither too much nor too little) exactly when needed (not too early or too late) exactly where required (not to the wrong location) at the lowest possible cost. It results in items flowing rapidly and smoothly through processes, operations and supply networks. style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Cowley factory Morris Motors 1934

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Cowley Factory Morris Motors 1945 fitting seats to the Morris Eight Series E, a prewar design which resumed once the World War Two was over

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LEAN Synchronised Flow Customer demand triggers Enhanced improvement Behaviour Waste elimination

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Value add v. Non Value add Value Add – Anything that changes or further transforms a product, sub-assembly, information or service into something that the customer is willing to pay for Non Value Add – Any activity that absorbs or consumes resources (e.g.- material, time, equipment, people, paper, space), without creating value. Typically, two types: Type 1 – can be eliminated immediately Type 2 – due to current state, cannot yet be eliminated

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Value add is typically < 5% of total cost Non value add is typically > 95% of total cost True cost is the size of a plum seed Specifying value accurately is the critical first step in lean thinking Question: Which activity do you think most people focus on first? Value add activities or non-value add activities? Need to be careful how and who you use throw this term around.

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So what are these [7] wastes? Over production…ahead of demand Waiting…for information, materials, people, equipment, etc., causing inefficient use of time Transportation…conveyance of materials, product, paperwork, etc., more than is necessary Over-processing...often associated with “ overkill ” , includes any form of inspection Inventories…having more than absolute minimum. Motion…of people more than necessary to complete task Defects or Rework…correcting defects Talent…mismatch between ability and job

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One of the reason for categorizing the wastes is to help identify or “ see ” what needs to be fixed and with what tools. Traditionally, 7 wastes are broken down into components. 8 th was added to emphasize using the people and teams who are expert in the work. These are not mutually exclusive or separate from each other. 1. Root of all manufacturing evil - building things that don ’ t sell 2. Talk about air con plant - lots of waiting and especially at end of day. 3. Transportation - Necessary but should be minimised - link to green, link to batch size of bullwhip. Why do you think Japanese OEM ’ s have constructed U.S. plants? 4. Making things that don ’ t add value - refer to previous EPSRC project with architects 5. Push versus Pull 6. Often related to poor ergonomics and therefore to worker safety 7. Relate to TQM - building quality in The sources of Waste creates cost and adds no value. All of these can be converted to time and/or inhibitors to flow.

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Value Stream Map for an industrial air conditioning installation service T/T = Task time TTT = Total throughput time V-A T = Value-added time C/T = Cycle time Survey Order Assemble Frame Wait in branch Wait for assembly Ship to branch and wait Wait for installers Install T/T = 0.5 Avail = 100% C/T= 30 T/T = 0.5 Avail = 100% C/T= 10 T/T = 5.0 Avail = 100% C/T= 12.5 T/T = 0.75 Avail = 100% C/T= 17 T/T = 0.75 Avail = 100% C/T= 35 Cash management Completion confirmation Operations planning Job tracking confirmations Sales office Forecasts Invoice status 30 mins. 58 hrs. 30 mins. 96 hrs. 5 hrs. 48 hrs. 60 mins. 48 hrs. 60 mins. TTT = 258 hrs V-AT = 8 hrs style.visibility style.visibility style.visibility style.visibility style.visibility

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Value add v. Non Value add 1. ______ Delivery of supplies Just In Time (JIT) from the supplier to the plant 2. ______ Locating the proper tools and equipment needed to changeover for the next operational run 3. ______ Having operators collect SPC data and fill out quality forms 4. ______ Performing open heart surgery on a patient 5. ______ Inspecting product for defects so they don ’ t reach the customer 6. ______ Moving a patient from the operating room to cardiac rehab 7. ______ Final assembly of gears to be located in differential case 8. ______ Billing the cell phone customer for services rendered

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Lean Principles – 4 Steps Specify Value Value can only be defined by the ultimate customer Identify the Value Stream Specific actions required to bring a product or service through the critical tasks of the business Eliminate wasteful steps in the process Flow Make the remaining value creating steps flow (not batch & queue) Pull Eliminate forecasting and make what customers tell you Perfection Four initial steps represent a virtuous circle to constantly improve Need for transparency with all partners Womack & Jones, 1996

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Applied to Services Delay on the part of customers waiting for service, for delivery in queues, for response, in queues, not arriving as promised. The customer’s time is not free to the provider! Duplication. Having to re-enter data, repeat details on forms, copy information across, answer queries from several sources within the same organisation Unnecessary movement. Queuing several times, lack of “one-stop shopping”, poor ergonomics in the service encounter Unclear communication, and the wastes of seeking clarification, confusion over product or service use, wasting time finding a location that may result in misuse or duplication Incorrect inventory. Being out-of-stock, unable to get exactly what was required to the customer Opportunity lost to retain or win customers, failure to establish rapport, ignoring customers, unfriendliness, rudeness Errors in the service transaction, product defects in the product-service bundle, lost or damaged goods Source: Bicheno and Holweg (2009) “The Lean Toolbox”

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LEAN TOOLS Easy to use Highly visual

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Some common techniques for process improvement Cause-effect diagrams Why-why analysis Why? Why? Why? Flow charts Scatter diagrams x x x x x x x x x x x Input/output analysis Input Output Pareto diagrams style.visibility style.visibility style.visibility style.visibility style.visibility style.visibility

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Many techniques could be considered improvement techniques. Specific ‘improvement techniques’ include… Scatter diagrams, which attempt to identify relationships and influences within processes Flow charts, which attempt to describe the nature of information flow and decision-making within operations Cause–effect diagrams, which structure the brainstorming that can help to reveal the root causes of problems; Pareto diagrams, which attempt to sort out the ‘important few’ causes from the ‘trivial many’ causes. Why-why analysis that pursues a formal questioning to find root causes of problems What techniques can be used for improvement?

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The completed control chart for GAM’s torque machine

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Lean Six Sigma

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Aircraft maintenance procedures

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Ishikawa / Cause and Effect diagrams

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Source Alex Hill and Terry Hill, Operations Management, 2012/3

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Cause and Effect Diagram – or – Fishbone or Ishikawa diagram Source Alex Hill and Terry Hill, Operations Management, 2012/3

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Source Alex Hill and Terry Hill, Operations Management, 2012/3

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File cabinets can fall over if too many drawers are pulled out. For some file cabinets, opening one drawer locks all the rest, reducing the chance of the file cabinet tipping. It is a control method. The window in the envelope is not only a labour saving device. It prevents the contents of an envelope intended for one person being inserted in an envelope address to another. It is a control method. Failsafeing (Poka Yoke) Examples? style.visibility style.visibility style.visibility

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Identifying key suppliers via Pareto analysis Supplier Performance Defects/ Total Cost/ Late Delivery/ Cycle Time/ Service/ Safety/ Environment Critical Commodity A TOP TEN LIST Critical Commodity B Critical Commodity C SUPPLIERS REQUIRING DEVELOPMENT FROM OPTIMIZED SUPPLY BASE High Performance Minimally acceptable performance driven by customer requirements High Low Eliminate Eliminate Identify Candidates for Supplier Development

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Cowley factory Morris Motors 1925 stuffing seats with horsehair in the trim shop

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WIP Defective materials Rework Scrap Downtime productivity problems WIP Defective materials Rework Scrap Downtime productivity problems Reduce the level of inventory (water) to reveal the operations’ problems The problem with inventory style.visibility ppt_x ppt_y style.visibility style.visibility ppt_x ppt_y

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Just-in-time Not just a technique but a philosophy of waste removal and continuous improvement Parts pulled through the process ‘ just-in-time ’ thus minimising inventories and waste Use of materials at any stage creates a ‘ trigger ’ for production and replenishment from previous stage JIT emphasises : reduction of waste, continuous improvement, sychronisation of material flows, collaboration in the supply chain

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The JIT pond analogy v)

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Inventory levels Inventory levels Milk-round delivery approach to reduce inventory levels …or co-location style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility style.visibility

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Enablers of JIT Continuous flow: Layout, Level scheduling, Reduce lot sizes, Reduce set-up/ c hangeover time Improve product design: Standardisation , Few BOM levels, Achievable and appropriate quality Working with suppliers: Greater collaboration, reduced supply base, reduced lead times, increased delivery frequency Human resources: cross training/job rotation, continuous improvement, autonomation

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Cowley factory BMC 1965

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Lean in Positively reinforcing Delivering Just-In-Time: Pull based production Striving for perfect quality: Defect free parts flowing through the process, quality designed in not based on inspection. Flexibility: Small batch sizes and quick set-up times (SMED) to drive level scheduling Trust-based relationships: Mutual commitments and obligations, internally and external with suppliers Continuous improvement (Kaizen): work standardisation , productive maintenance, root cause analysis, worker empowerment

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Beyond the Operation: Lean Supply JIT Basic contracts – relational elements Sourcing decisions faced on Total Cost not price A trend to local sourcing / co-located suppliers Supply base reduction (not tiering ) Shortest SC possible

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Relationship Management Supplier involvement in new product development Joint cost reduction Trust & collaboration Kanban system for deliveries - JIT approach Need for suppliers to deliver in small batches, more frequently with guaranteed zero defects. Pressure

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Sourcing

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What would this look like? Buyer Tier One Tier Two Ship Ship Pull Pull Goals: 1. Share demand data as far upstream as possible 2. Change to pull system 3. Smooth production scheduling across chain 4. Use value stream mapping to reduce waste 5. Maintain open communication

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‘ Advantages and problems of ESI’ Advantages Problems Reduced development time Release of confidential business information Improved specifications Technology sharing Enhanced quality Cost and pricing sharing Lower development costs Decision making Access to new technology Ownership of IPRS Joint problem-solving Teamwork Interchange of knowledge Accountability Improved manufacturability

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The Concept of Supplier Development Traced to lean Japanese car assemblers pursuing Continuous Improvement - or kaizen - in their suppliers Supplier development is concerned with: 1. Improving the suppliers’ capabilities rooting out wasteful (non-value adding) activities achieving long-term improvement of suppliers’ quality, cost and delivery performance 2. Improving supplier performance style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y style.visibility ppt_x ppt_y

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Some Challenges JIT requires frequent deliveries How does this sit with low cost, global suppliers Green issues Resilience The need for level scheduling - more responsiveness required? ‘ Saviour ’ complex Finished goods inventory

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Fields of Cars http://maps.google.co.uk/maps?ie=UTF8&t=h&ll=51.93433,-1.25948&spn=0.011113,0.027509&z=15

ppt/notesSlides/notesSlide66.xml

Upper Heyford is only one airbase in the UK being used as a car park. RAF Thurleigh is another example. But the largest such place stands in full public view. Portbury Docks at Bristol is familiar to everyone who crosses the Avonmouth M5 bridge. Portbury docks: http://maps.google.co.uk/maps?hl=en&tab=wl

ppt/slides/slide93.xml

Conclusions Lean philosophy is the elimination of waste in all its forms Synchronised flow to meet customer based demand triggers (JIT) is the centre of the pillars that from the lean approach Implementation of lean is not easy and involves continuous learning and improvement Not just a manufacturing technique! Potential benefits include reductions in lead-time, inventory and cost Can have wide benefits in the supply chain but also faces big challenges in practice

ppt/notesSlides/notesSlide67.xml

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Learning objectives You can now differentiate the contributions of lean to OM – (as a philosophy, as a set of techniques and as a way of controlling movement between processes) That through critical evaluation you understand the true the costs of in process inventory You can now identify the difference and different implications of, push and pull inventory You can now critique lean i.e. evaluate what it does well and some of the inherent weaknesses

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ppt/notesMasters/notesMaster1.xml

Click to edit Master text styles Second level Third level Fourth level Fifth level

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0 19952 WPS 演示 On-screen Show (4:3) 1111 94 68 0 0 false 已用的字体 23 主题 5 嵌入 OLE 服务器 1 幻灯片标题 94 Arial 宋体 Wingdings Times New Roman Monotype Corsiva Calibri Arial Calibri Calibri Light 微软雅黑 Arial Unicode MS 等线 Corbel MS PGothic Monotype Sorts Wingdings Helvetica Lucida Grande Gill Sans Light Segoe Print Stone Sans Sem ITC TT Gill Sans Monotype Sorts Office Theme 1_Title slide Content slides - basic Office Theme Default Design MSPhotoEd.3 Master of Business Administration Session 7 Lean and Quality Management Agenda PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 Lean – born in Japan out of necessity PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 The 80s arguments against Japanese success PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 LEAN The traditional approach creates inventories… PowerPoint 演示文稿 Flow at Smart Flow at Tesco PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 LEAN PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 LEAN PowerPoint 演示文稿 PowerPoint 演示文稿 The 5S’s PowerPoint 演示文稿 LEAN Lean Production PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 LEAN Value add v. Non Value add So what are these [7] wastes? PowerPoint 演示文稿 Value add v. Non Value add Lean Principles – 4 Steps Applied to Services LEAN TOOLS PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 Aircraft maintenance procedures PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 Just-in-time PowerPoint 演示文稿 PowerPoint 演示文稿 Enablers of JIT PowerPoint 演示文稿 PowerPoint 演示文稿 Lean in Positively reinforcing Beyond the Operation: Lean Supply Relationship Management PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 PowerPoint 演示文稿 Conclusions PowerPoint 演示文稿 false false false 14.0000

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Master of Business Administration Digital Business Delivery Nigel Caldwell Jyyy 16 2021-02-25T12:17:00Z 2024-03-24T14:31:51Z

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