Originally, ALBERT DELOIN was a consulting firm in industrial organisation and supply chain transformation. Since the beginning in 1989, our mission consisted of setting up systems for planning and managing pull flow logistics systems. Our objective is to increase the industrial performance of our customers: reducing stock and costs, improving lead times and service rates.
In 1989 in France, Albert DELOIN was a pioneer in the implementation of these systems for planning and managing pull flow logistics systems. This method originated at TOYOTA in Japan, and it combines the Kanban method and the company’s ERP. Noting the lack of software to support global management of the pull flow supply chain, we launched the development of a complete range of software in 1992 dedicated to the application of pull flow. As of now, we consider ourselves to be pull flow experts, with more than 30 years of successful experience across all sectors of the industry. We have acquired unique expertise in implementing this method of planning and managing logistics flows. We support our clients in a global transformation of their supply chains by studying their organisation and setting up methods, processes and connected tools to succeed in this transformation.
Industrial progress structured into 5 key steps
1 UNDERSTANDING
We will spend one to two days in your company to carry out an audit:
• Expression of demand, commercial policy
• Organisation and production constraints
• Supply chain management, planning, scheduling
• Procurement policy and rules
• The company’s supply chain performance objectives:
stock, lead times, service rates, etc.
2 MODELLING
We rely on the company’s real situation without questioning its constraints, and we take into account its objectives to propose a supply chain pull flow diagram:
• Physical and information flows,
• Stock points,
• The main rules of pull flow planning (MTS, MTO, etc.),
• Pull flow rules: Manual or electronic Kanban, PFP6, DDMRP, etc.
• Supervision and control tools.
3 MEASURING
Based on the modeling of the pull flow organisation recommended in the previous step, we carry out a simulation of the issues (1st year) focusing on the following main topics:
• Assessing the reduction in stock levels (values and days)
• Impact on responsiveness: reduced lead times
• Calculating the improvement in the service rate
• Projected increase in productivity, etc.
4 TESTING
The previous steps made it possible to validate the interest and the merits of the transformation project. This step in the form of a pilot project aims to apply the proposed pull flow organisation on a representative sample. There are multiple objectives:
• Validating the target pull flow organisation
• Refining, breaking in and correcting the model before deploying it to the entire activity
• Training the teams in charge of deployment
• Promoting the future organization.
5 DEPLOYING
The pilot project is validated. It is time to extend the pull flow organisation to the entire industrial supply chain. We support the deployment by supporting the project group:
• Assisting in the validation and integration of pull flow settings
• Start-up support
• Reminders and additional training
• Assistance, follow-up and problem analysis
• Auditing the organisation and its operation.
An operational team focused on efficiency, responsiveness and customer satisfaction
Albert DELOIN in a few dates
Successful experiences in all sectors of the industry
At the origin of pull flow
There is no worse waste than producing something that you do not need immediately and storing it in a warehouse. Before, we used to think that the initial manufacturing process (upstream) sent the parts to the next stage of production (downstream). However, we decided to reverse the process and see what would happen if the later stages became the early stages and if only that which was needed got used at the time.
Taichi OHNO
Considered to be at the origin of the Toyota production system and the just-in-time concept
