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A given supplier

Thus, it will be the risks are considered to have both high probability and high impact on the focal production company where chosen risk strategy initiatives. When management has identified the risks queue management affecting the company in the Lean supply chain at a risk profile and evaluated the risks are assessed as the most serious one must thus choose the risk strategy which aims to minimize or avoid the risks that may arise on account of interference in the supply chain from sources which it has identified its risks. In the previous example, the supplier has opted out or not ISO certified.


It was found that there was a likelihood of a particular outcome in the supply chain (defects in components due to lack of ISO certification), which could affect the company's business (loss of future orders) constituting a risk for the company. This risk could be at a risk be assessed queue management as being high enough and there would be need to have clarified a risk strategy. To minimize the risk the company could simply opt out of the supplier and choose another which is ISO certified to thus avoid the risk associated with that business with the supplier.


This risk strategy described as avoidance or avoidance and is one of several risk strategies that the company can use to minimize the impact of disruption in the supply chain which is further explained in the table on the next page. By using Lean principles and GSCF model queue management is hereby found characteristics of the Lean supply chain based on the network structure, business processes and management components.


Which provides an overview of the queue system design elements for ensuring the creation of value for the end customer and thus competitive advantages. At the same time, this creates the basis for the items to be weighted by production company management in the strategy of the Lean supply chain. It is found that the Lean supply chain will assume a pull approach queue management towards the customer and have an overall strategic focus on minimizing costs. The observed characteristics will be to the company's business and driving force of the Lean supply chain.


This assessed this overall giving the queue system design following characteristics of the Lean supply chain: Risks affecting the supply chain is defined as the Probability Χ Business Impact and there are several types of risks that affect supply chain up-stream and down-stream including the focal manufacturing company. By finding the business critical queue management elements of the Lean supply chain, it is possible to identify the most serious risks affecting this and that interpretation must subdued by the use of risk strategies.


The risks that have the most serious consequences queue system design for the Lean supply chain is therefore the risks that will affect the business critical elements negatively and makes the Lean supply chain can not meet its goals and market strategy. With the theoretical framework for the Lean supply chain and SCRM clarified, it is intended that based on this analysis and evaluation of the choice of the critical business risks in queue management the theory section, which affects the Lean supply chain. Subsequently, creates a risk for the Lean supply chain with the applicable risks should form the basis for the choice of risk strategies.

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