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Logistics and customer service pillar 90-day model area plan
A logistics and customer service pillar model area plan is a 90-day plan for proving, on one value stream, that material can flow to the line and on to the customer on pull, with fewer shortages and less stock, before the method spreads to other value streams. The team maps the current state, sets up point-of-use material at the line, designs a supermarket, sizes the kanban loops, puts a water spider on a fixed route and timetable, adds FIFO lanes, sets up shortage escalation and writes standard work for the material handlers. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model value stream from loss data, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
When to use it
When to use a logistics pillar 90-day plan
- When lines stop for missing parts while the warehouse holds weeks of stock.
- When late or short deliveries to customers trace back to how material moves inside the plant.
- When a plant wants to prove pull, kanban and a water spider route on one value stream before changing them all.
- When leaders want a logistics plan they can review every week: who does what, by when, and what done looks like.
How to fill it in
- 1
Choose the model value stream from loss data
Score up to three candidate product families (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Loss data here means late deliveries, line shortages, stock and picking errors. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, the logistics lead and material handlers, the planner, and the production supervisor and operators.
- 3
Set the baseline and the day-90 targets
On-time in-full to the customer, line stops for missing material, inventory days, picking errors and kanban loops running.
- 4
Run the 13 weeks and update the plan every week
Move a bar if your area needs it, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before any other area starts.
- 6
Plan the expansion waves
Wave 1 goes to value streams with similar parts, flows or customers, with the model area logistics lead running the first map in each. Each new value stream runs its own 13 weeks against its own baseline.
The 90-day plan
Week by week: from the current-state map to pull
The standard plan printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to fit your value stream.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model value stream and form the team (Setup) | Pillar lead | Team list; product family chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 2 | Measure the baseline (Data) | Planner | On-time in-full, inventory days, shortages, picking errors, lead time | Every KPI on the board has a baseline |
| 2 to 4 | Map the current state (Map) | Model area team | Value stream map of material and information flow, walked on the floor | Map shows every stock point, delay and order signal |
| 3 to 5 | Set up the line-side material (Flow) | Production supervisor | Point-of-use locations, fixed quantities, labels | Each part has one place at the line and a fixed quantity |
| 4 to 6 | Design the supermarket (Pull) | Logistics lead | Supermarket locations, sizes and labels for the model line's parts | Every part for the line has a supermarket location |
| 5 to 7 | Size the kanban loops and make the cards (Pull) | Logistics lead | Kanban sizing sheet and cards for each loop | Each loop sized from demand, lead time and safety stock |
| 6 to 8 | Set the water spider route and timetable (Flow) | Logistics lead | Route map and fixed timetable for line deliveries | Deliveries run on the timetable for a full week |
| 7 to 9 | FIFO lanes and dock flow (Flow) | Model area team | FIFO lanes between steps; inbound and outbound marked | No part skips its FIFO lane at the checks |
| 8 to 10 | Shortage calls and escalation (Control) | Production supervisor | Andon or call route for shortages, with a log | Every shortage is logged with a cause and an owner |
| 9 to 11 | Standard work for material handlers (Standards) | Pillar lead | Standard work for routes, kanban handling and replenishment | Handlers follow it without help |
| 10 to 13 | Draw the future state and plan the next loops (Map) | Model area team | Future-state map and a plan for the next loops | The map shows what changed and what comes next |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model value stream and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; product family chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 2
- Activity
- Measure the baseline (Data)
- Owner
- Planner
- Deliverable
- On-time in-full, inventory days, shortages, picking errors, lead time
- Done when
- Every KPI on the board has a baseline
2 to 4
- Activity
- Map the current state (Map)
- Owner
- Model area team
- Deliverable
- Value stream map of material and information flow, walked on the floor
- Done when
- Map shows every stock point, delay and order signal
3 to 5
- Activity
- Set up the line-side material (Flow)
- Owner
- Production supervisor
- Deliverable
- Point-of-use locations, fixed quantities, labels
- Done when
- Each part has one place at the line and a fixed quantity
4 to 6
- Activity
- Design the supermarket (Pull)
- Owner
- Logistics lead
- Deliverable
- Supermarket locations, sizes and labels for the model line's parts
- Done when
- Every part for the line has a supermarket location
5 to 7
- Activity
- Size the kanban loops and make the cards (Pull)
- Owner
- Logistics lead
- Deliverable
- Kanban sizing sheet and cards for each loop
- Done when
- Each loop sized from demand, lead time and safety stock
6 to 8
- Activity
- Set the water spider route and timetable (Flow)
- Owner
- Logistics lead
- Deliverable
- Route map and fixed timetable for line deliveries
- Done when
- Deliveries run on the timetable for a full week
7 to 9
- Activity
- FIFO lanes and dock flow (Flow)
- Owner
- Model area team
- Deliverable
- FIFO lanes between steps; inbound and outbound marked
- Done when
- No part skips its FIFO lane at the checks
8 to 10
- Activity
- Shortage calls and escalation (Control)
- Owner
- Production supervisor
- Deliverable
- Andon or call route for shortages, with a log
- Done when
- Every shortage is logged with a cause and an owner
9 to 11
- Activity
- Standard work for material handlers (Standards)
- Owner
- Pillar lead
- Deliverable
- Standard work for routes, kanban handling and replenishment
- Done when
- Handlers follow it without help
10 to 13
- Activity
- Draw the future state and plan the next loops (Map)
- Owner
- Model area team
- Deliverable
- Future-state map and a plan for the next loops
- Done when
- The map shows what changed and what comes next
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for logistics and customer service
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1Every part for the model line has a supermarket location and a point-of-use place
- 2The kanban loops run to their rules and the water spider route keeps its timetable
- 3Every shortage is logged with a cause and an owner
- 4Material handlers follow their standard work without help
- 5The KPI board has 13 weeks of data against the baseline
- 6The maps, loop sizes and lessons are written up so another team can copy them
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The supermarket, kanban rules and routes were copied and adapted, and the copy is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: a pump assembly plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model value stream choice, loss data, visibility, team willingness and repeatability scored 1 to 3: Small pumps scored 11, Large pumps scored 9 and Spare parts scored 6. Small pumps had the most line stops for missing parts and late orders, ship to the biggest customers, and their parts flow the same way as the large pumps.
- On-time in-full to the customer: baseline 84%, day-90 target 95%, week 13 actual 93%, 82% of the gap closed.
- Line stops for missing material: baseline 12 a week, day-90 target 2 a week, week 13 actual 3 a week, 90% of the gap closed.
- Inventory for the value stream: baseline 18 days, day-90 target 10 days, week 13 actual 12 days, 75% of the gap closed.
- Picking errors: baseline 9 a week, day-90 target 2 a week, week 13 actual 3 a week, 86% of the gap closed.
- Kanban loops running: baseline 0%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Large pumps, wave 2 (months 7 to 9) to Motors, controls, and wave 3 (months 10 to 12) to Spare parts, inbound from suppliers, with a model area team member coaching each wave 1 area.
Common mistakes
Designing from the office
Walk the flow and count the stock before drawing the map. A map made from the system shows how material should move, not how it does.
Sizing kanban by guesswork
Size each loop from demand, replenishment lead time and safety stock, and resize it when demand changes.
A water spider with no timetable
A route without fixed times turns back into expediting. Run it on a timetable and check it is kept.
Ignoring shortage data
Log every shortage with a cause and an owner. The pattern shows which loop or supplier to fix next.
Spreading before the gate
Copying racks and cards to other value streams before the model loops run to their rules spreads the same problems. Hold the gate, then expand in waves.
Download the template
Free to use: print it, copy it and edit it for your team. Enter your name and work email once to download.
Run this template in LeanSuite
In LeanSuite video of each process step becomes a current-state value stream map with measured cycle times, inventory and lead time, and the inventory counted between steps is converted into days of WIP.
In the lean glossary
Guides
- Model area: a 90-day plan for each pillar, then expansion
- Pull Systems in Lean Manufacturing: How They Work and Why
- Supermarket Pull Systems in Lean Manufacturing
- Mizusumashi: Water Spider Material Delivery for Pull Systems
- Value Stream Mapping: Step-by-Step Implementation Guide
- Just-in-Time (JIT) Manufacturing: What It Is and How It Works
FAQ
Logistics and customer service pillar 90-day model area plan: common questions
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- People, process, technology (PPT) assessmentCheck one change before go-live: 18 people, process and technology statements scored 1 to 4 by the people who will use it, the lowest element and the actions.
- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Jidoka worksheet (stop at abnormality)For one line or cell, every abnormality that should stop the work: how it is detected, how the work stops, who is called, the immediate fix and the root cause step, plus a log of real stops.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Quality control pillar 90-day model area planThirteen weeks from the QA matrix to the QM matrix on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.