{"id":303,"date":"2021-05-14T20:31:24","date_gmt":"2021-05-14T18:31:24","guid":{"rendered":"https:\/\/manad.dk\/?p=303"},"modified":"2024-09-14T15:35:46","modified_gmt":"2024-09-14T13:35:46","slug":"hvorfor-bruge-lean-i-procurement","status":"publish","type":"post","link":"https:\/\/manad.dk\/en\/hvorfor-bruge-lean-i-procurement\/","title":{"rendered":"Why use LEAN in Procurement?"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; _builder_version=&#8221;4.16&#8243; _module_preset=&#8221;default&#8221; custom_padding=&#8221;0px|||||&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.16&#8243; _module_preset=&#8221;default&#8221; link_option_url_new_window=&#8221;on&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_text _builder_version=&#8221;4.16&#8243; _module_preset=&#8221;default&#8221; link_option_url_new_window=&#8221;on&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<div id=\"comp-k6b9ec3m\" class=\"_1Z_nJ\" data-testid=\"richTextElement\">\n<p class=\"font_1\"><em>LEAN was originally used to optimize the production processes in Toyota in the 1950s, but is today a recognized tool for optimizing all kinds of processes and value creation in companies, not least in procurement.<\/em><\/p>\n<p class=\"font_1\"><span><span class=\"wixGuard\">\u200b<\/span><\/span><span style=\"font-size: 16px;\">The reason why LEAN is a good tool to use when working with the processes in the organization is that it is a recognized and thoroughly tested method apparatus that is at the same time easy to use. LEAN provides a good picture of where the organization is at present and what it takes to remove what does not create value in the processes.<\/span><\/p>\n<p class=\"font_1\"><span class=\"wixGuard\">\u200b<\/span><span style=\"font-size: 16px;\">LEAN consists of five basic principles. See the figure below:<\/span><\/p>\n<\/div>\n<div id=\"comp-k6b9yw9b\" class=\"_2TxBB\" title=\"\">\n<div data-testid=\"linkElement\" class=\"_2yXCL\"><wix-image id=\"img_comp-k6b9yw9b\" class=\"_1SQyl DFk41\" data-image-info=\"{&quot;containerId&quot;:&quot;comp-k6b9yw9b&quot;,&quot;displayMode&quot;:&quot;fill&quot;,&quot;imageData&quot;:{&quot;width&quot;:570,&quot;height&quot;:377,&quot;uri&quot;:&quot;e7ca8b_ce549c57d46e408fbfe22630000de867~mv2.jpg&quot;,&quot;name&quot;:&quot;lean_model_edited.jpg&quot;,&quot;displayMode&quot;:&quot;fill&quot;}}\" data-bg-effect-name=\"\" data-is-svg=\"false\" data-is-svg-mask=\"false\" data-image-zoomed=\"\" data-has-ssr-src=\"\" data-src=\"https:\/\/static.wixstatic.com\/media\/e7ca8b_ce549c57d46e408fbfe22630000de867~mv2.jpg\/v1\/fill\/w_570,h_377,al_c,q_80\/lean_model_edited.webp\"><img decoding=\"async\" src=\"https:\/\/static.wixstatic.com\/media\/e7ca8b_ce549c57d46e408fbfe22630000de867~mv2.jpg\/v1\/fill\/w_570,h_377,al_c,q_80\/lean_model_edited.webp\" alt=\"lean_model_edited.jpg\" style=\"display: block; margin-left: auto; margin-right: auto;\" \/><\/wix-image><\/div>\n<\/div>\n<div id=\"comp-k6b9ec77\" class=\"_1Z_nJ\" data-testid=\"richTextElement\">\n<p class=\"font_1\">With the methods from LEAN thinking, you can analyze your way to best practice, and thus you get the opportunity to identify the non-value-creating processes - also called waste. When identifying waste, it is clear which factors hinder an optimized value chain. An optimized value chain is ultimately about being as cost-effective and thus as competitive as possible.<\/p>\n<p class=\"font_1\" style=\"text-align: center;\"><span style=\"color: #0c71c3;\">Eliminate waste = Become more cost effective = Become more competitive<\/span><\/p>\n<p class=\"font_1\">Within LEAN, they operate with eight different types of waste. Some waste types are e.g. overproduction: and waiting time. Overproduction is, for example, when activities are carried out before they are actually needed, while waiting time can be, for example, an employee who waits between processes and therefore is not able to work efficiently in flow.<\/p>\n<p class=\"font_1\"><span class=\"wixGuard\">\u200b<\/span><span style=\"font-size: 16px;\">Studies show that strategic buyers spend less than 40% of their time in their core areas. The rest of the time is spent on administration etc.<\/span><\/p>\n<p class=\"font_1\">By utilizing the methods in LEAN thinking within procurement, it is possible to use the visibility identified in the supply chain for e.g. to lower inventories, optimize processes and make the best possible use of employee time, so that the time is instead spent on value-creating processes.<span class=\"wixGuard\"><\/span><\/p>\n<p class=\"font_1\"><a href=\"https:\/\/manad.dk\/en\/kursus\/\">You have the opportunity to learn more about how your organization can work with LEAN to promote value-creating processes on a course with us in Strategic Procurement.<\/a><\/p>\n<p class=\"font_1\">\n<\/div>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"<p>LEAN blev oprindeligt brugt til at optimere produktionsprocesserne i Toyota i 1950&#8217;erne, men er i dag et anerkendt v\u00e6rkt\u00f8j til at optimere alle slags processer og v\u00e6rdiskabelser i virksomheder ikke mindst indenfor procurement. \u200bGrunden til at LEAN er et godt v\u00e6rkt\u00f8j at bruge, n\u00e5r man skal arbejde med\u00a0\u00a0processerne i organisationen er, at det er et [&hellip;]<\/p>","protected":false},"author":4,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-303","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.2 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Hvorfor bruge LEAN i Procurement? 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