8 OCTOBER, 2022We focus on lean manufacturing on the shop floor but often overlook applications of these same methodologies to non-manufacturing processes. Our sales and distribution processes often create mura (unevenness) and muri (overburden) in manufacturing. If we do not include commercial processes in our scope we are treating symptoms not causes. For example, a factory produces 100 widgets a day.We invest in new capabilities to produce 25 additional, upgraded super widgets a day. Our sales force tries to upsell all our existing widget customers to better and more expensive super widgets... and succeeds! Great right?Except now we have orders for 100 super widgets but only capacity to produce 25, which will result in late deliveries, excess logistics costs and customer dissatisfaction. And at the same time we have a production APPLYING OPERATIONAL EXCELLENCE TO COMMERCIAL OPERATIONSBy Michael Schwentor, Director Operational Excellence, United States Steel [NYSE:X]The POS segmentation and determination of developer roles create a systematic method to align the independent POS on our same value chainOPINIONMichael Schwentor
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