ACTIVIDAD DE APRENDIZAJE 19

EVIDENCIA 7: TALLER: "TALKING ABOUT LOGISTICS, WORKSHOP"

LEYDIS SAUCEDO BORJA

APENDIZ

ZAIDA LEONOR ROJAS

INSTRUCTORA

SERVICIO NACIONAL DE APRENDIZAJE

PROGRAMA: GESTIÓN LOGISTICA
FICHA: 2281708
2022
 Actividad de aprendizaje 19

Evidencia 7: Taller: "Talking about Logistics, workshop"

Para un profesional en cualquier campo de acción, en este caso el Tecnólogo en

Gestión Logística, es necesario usar el idioma inglés como herramienta de
comunicación de sus ideas y apreciaciones acerca de un proceso en el cual tiene
directa participación. Contar con las habilidades requeridas para expresarse en
inglés representa una gran ventaja en el momento de realizar aportes relevantes
dentro de cualquier compañía. Lo esencial es contar con la destreza suficiente que
le permita y dar a conocer cómo funciona su ambito laboral.

Dado lo anterior, para esta evidencia, debe realizar las siguientes actividades:

PRIMER MOMENTO: COMPRENSIÓN Y PRODUCCIÓN ORAL-ESCRITA.

1. Estudie en su totalidad el material de formación “Logistics process

improvement” junto con el material complementario disponible para esta
actividad: PDF: How to Compare Six Sig, Lean and the Theory of
Constraints y los videos complementarios asociados a esta actividad de
aprendizaje.

2. Desarrolle, de manera individual, el taller: "Talking about Logistics,

workshop", que se encuentra a continuación (utilice herramientas de su
preferencia y realice la entregra en los formatos solicitados en el taller)

3. Envíe los archivos solicitados al instructor a través de la plataforma virtual

de aprendizaje en los formatos .doc, .pdf, .ppt y .mp4 respectivamente.

Pasos para enviar la evidencia:

1. Clic en el título de esta evidencia.
2. Clic en Examinar mi equipo y buscar los archivo previamente guardados.
3. Dejar un comentario al instructor (opcional).
4. Clic en Enviar.

Importante: la plataforma solo le permitirá hacer un envío de las

evidencias. Por ello, debe asegúrese de adjuntar todo lo solicitado en el
taller.

SEGUNDO MOMENTO: SUSTENTACIÓN Y PRODUCCIÓN ORAL

 1. Revise constantemente los anuncios de la plataforma para obtener
información de fecha y hora del encuentro sincrónico al que usted asistirá
para completar el segundo momento de la presente evidencia. Dicho
encuentro contará con la participación de dos aprendices más
seleccionados previamente por el instructor.

2. Asista a un encuentro sincrónico con el instructor y 2 aprendices más, y

sustente las respuestas dadas en el taller. El instructor realizará hasta
cuatro (4) preguntas por aprendiz. Recuerde aplicar las pautas de
pronunciación trabajadas durante todo el programa, así como las reglas de
acentuación, gramática y uso de collocations.

3. Realice tres preguntas a cada uno de sus compañeros y responda las

pregunta que le realicen.

En caso de tener dudas relacionadas con la participación en una

videoconferencia, se recomienda consultar el video: ¿Cómo unirse a una
sesión virtual de Blackboard Collaborate?, ubicado en el botón Tutoriales
del menú del programa de formación.

Criterios de evaluación
 Sostiene conversaciones con vocabulario básico técnico aprendido.

 Sostiene una conversación con naturalidad, fluidez y eficacia, incluso sobre

temas especializados de su profesión.

 Puede iniciar un discurso, tomar la palabra, y terminar una conversación

técnica de su profesión.

 Puede interactuar fácil y espontáneamente con hablantes nativos.

 TALLER
Talking about Logistics, workshop

1. Read the next text. Then, answer the comprehension questions.

Note: Make use, at least, one collocation per answer.

Taken from: http://www.vkok.ee

LOGISTICS

Logistics can be defined as the management of the flow of goods, information and
other resources, energy and people between the point of origin and the point of
consumption in order to meet the requirements of consumers. Logistics involves
the integration of information, transportation, inventory, warehousing, material
handling, packaging and security. Logistics may have an internal focus (inbound
logistics), or external focus (outbound logistics). If the company manufactures a
product from parts purchased
from suppliers, and those products are then sold to customers, one can speak
about a supply chain. Supply Chain can be defined as a network of facilities and
distribution options that performs the function of procurement of materials,
transformation of these materials into intermediate and finished products, and the
distribution of these finished products to customers.

Logistics management is part of supply chain management. Logistics management

plans, implements, and controls the efficient flow and storage of goods, services
and related information between the point of origin and the point of consumption in
order to meet customers’ requirements. Successful supply chain operators work in
close partnerships with their customers; they jointly explore the opportunities for
increasing efficiency of the supply chain and improving service levels by using the
latest systems and techniques. This approach is also referred to as logistics re-
engineering. The re-engineering process considers the following factors: the nature
of the product, the optimal or preferred location of source or manufacture, freight
and transport costs and the destination market, seasonal trends, import and export
regulations, customs duties and taxes, etc. A professional working in the field of
logistics management is called a logistician. The main functions of a qualified
logistician include, among other things, inventory management, purchasing,
transportation, warehousing, consultation and organizing and planning of these
activities. Logisticians are responsible for the life cycle and supply chain operations
of a variety of products. They are also responsible for customs documentation.
They regularly work with other departments to ensure that the customers’ needs
and requirements are met.

Define the terms: "logistics" and "supply chain"

Logistics is the goods management between the point of origin and the point of
consumption in order to meet the requirements of consumers.

Supply chain is a transformation and distribution red of raw material into

intermediate and final products for customers.

What does logistics management imply?

Logistic management has a control integrally and efficiently of goods and services
between the point of origin and the point of consumption.
Describe what service providers do in order to increase efficiency of the supply
chain
Services providers work together, exploring opportunities and a improved service
with theirs customer; using current systems and techniques.

Define the “logistics re-engineering” process and its factors.

Logistic re-engineering is the take advantage the resources for an efficient

management that allows to obtain a best cost-benefit in the logistic chain. Logistic
re-engineering considers the following factors: the nature of the product, the
optimal or preferred location of source or manufacture, freight and transport costs
and the destination market, seasonal trends, import and export regulations,
customs duties and taxes, etc.

Specify the main function of a qualified logistician

The main functions of a qualified logistician are inventory management,
purchasing, transportation, warehousing, consultation and to organize efficiently
the above.
Specify the responsabilities of professional logisticians
The responsibilities of a professional logisticians are inventory management;
effcient purchasing, fast transportation and safe warehousing.

2. In the previous text, there are 29 underlined words; take them out in a list
and classify them according to their syllable stress using the next chart. Add
as many rows as necessary.

Stress on the Stress on the last Stress on the Stress on the ante-
first syllable syllable penultimate syllable penultimate syllable
products performs logistician professional
product include management
supply warehousing manufactures
inventory include
goods material
flow departments
customs ensure
Taxes
resources
packaging
purchased
implements
storage
re-engineering
duties
3. Read the next text. Then, prepare a presentation in PowePoint (.ppt)
outlining the main ideas. Check the learning material to develop this
presentation. Finally, record yourself on a video (.mp4) making the
presentation.

Taken from: www.ddilogistics.com

Improve Logistics Efficiency

When it comes to business logistics, continuous improvement is necessary to facilitate

robust and sustained growth. Rising prices on expenses from energy to labor to raw
materials pose a challenge to every company's bottom line. By improving the efficiency
of their logistics processes, companies can gain and sustain an edge over their
competitors.

To implement a plan that will successfully optimize your logistics operations, consider
strategies that minimize costs, fully utilize production capacity, and improve the overall
quality of customer experience.

Consider these four methods to increase logistics efficiency:

Maximize storage. By analyzing and implementing warehousing procedures,

companies can store, move, and ship products more effectively. This requires
adequate and well-trained warehouse staff, strategic sequencing (to only move
products the minimum required number of times), and use of vertical storage to fully
utilize available space. Carefully scrutinizing ordering patterns to ensure quick delivery
of products, as well as effective space utilization, is also important.

Optimize transportation. The rising cost of transportation accounts for increased prices
in virtually every industry. To reduce transportation costs, companies should examine
 every factor that might increase or decrease expenses.

1. This starts with the design of products and packaging for optimal size and weight.

2. Proper load and delivery route planning ensures trucks are always carrying full
loads.

3. Finally, identify and utilize the most cost-effective packaging and shipping
methods for products.

Automate communication technologies. Logistics management software communicates

between the warehouse and accounting departments and allows for the delivery of
timely updates to the customer. This significantly streamlines the entire process, from
storage through shipment, and requires minimal staffing.

Encourage feedback. The success of a company depends on input from all of its
employees or teams, regardless of their role in the logistics process. Carefully consider
feedback and suggestions from staff concerning practices that could further improve
logistics efficiency.
While logistics management is a complex process, utilizing the above strategies can
help you make the most of all warehousing, staffing, transportation, and communication
resources. The improvement of logistics planning will inevitably lead to higher
productivity, happier customers, and a more profitable company. (Diversified Distribution
Services Inc. 2016)

4. Download, from the complementary material file, the article: How to

Compare Six Sig, Lean and the Theory of Constraints. Then, read it very
carefully. After that, prepare a PowerPoint (.ppt) presentation following the
next outline:

IMPROVEMENT PROGRAMS:
a. Six Sigm
i. Theory
 ii. Aplication guidelines
iii. Focus
b. Lean thinking
i. Theory
ii. Aplication guidelines
iii. Focus
c. Theory of constraints
i. Theory
ii. Aplication guidelines
iii. Focus
d. Similarities and differences between the improvement programs.
e. Obstacles to the improvement methodologies

Finally, record yourself on a video (.mp4) making the presentation.

Six Sigma claims that focusing on reduction of variation will solve process and
business problems. By using a set of statistical tools to understand the fluctuation
of a process, management can begin to predict the expected outcome of that
process. If the outcome is not satisfactory, associated tools can be used to further
understand the elements influencing that process. Through a rigid and structured
investigation methodology, the process elements are more completely understood.
The assumption is the outcome of the entire process will be improved by reducing
the variation of multiple elements. Six Sigma includes five steps: define, measure,
analyze, improve and control (commonly known as DMAIC):

• Define. Practitioners begin by defining the process. They askwho the customers
are andwhat their problems are. They identify the key characteristicsimportant to
the customer along with the processes that support those key characteristics. They
then identify existing output conditions along with the process elements.

• Measure. Next the focus is on measuring the process. Key characteristics are
categorized, measurement systems are verified and data are collected.

• Analyze. Once data are collected, it is analyzed. The intent is to convert the raw

data into information that provides insights into the process. These insights include
identifying the fundamental and most important causes of the defects or problems.

• Improve. The fourth step is to improve the process. Solutions to the problem are
developed, and changes are made to the process. Results of process changes are
seen in the measurements. In this step, the company can judge whether the
changes are beneficial, or if another set of changes is necessary.

• Control. If the process is performing at a desired and predictable level, it is put

under control. This last step is the sustaining portion of the Six Sigma
methodology. The process is monitored to assure no unexpected changes occur.

Focusing on the primary area of variation reduction produces other secondary

effects, too. Quality is improved. Process investigation produces the re-evaluation
of the value added status of many elements.Some elements are modified, while
others are discontinued.

Elements are refined and improved. Mistakes and opportunities for mistakes are
reduced. Some elements discovered during the Six Sigma investigation constrain
the flow of products or services through the system. Flow is defined as the time
from the input of raw material to the output of a salable item. Improvement of a
process that was restricting flow results in reduced variation, better quality and
improvement in the volume of the process output. Thus the organization has less
money tied up in in-process inventory. The time from paying for input material to
seeing a profit is reduced, and the organization can respond to customer needs
more quickly.

Six Sigma is founded on two main assumptions. First, people in an organization

understand and appreciate the fact that numbers can represent features and
characteristics of a process. They appreciate that a deeper understanding of data
and data analysis can be used to produce improvements, and graphical
representations of data can provide new and different perspectives of the process.

Analytical types, such as engineers and scientists, generally respect this approach.

Another assumption is that through the reduction of variation of all the processes,
the overall performance of the organization will be improved. But while it is hard to
argue against improvement, the economic reality of business is we want the most
improvement for the least investment. Improving all of an organization’s individual
processes could actually have a detrimental effect on the company’s ability to
satisfy the customer’s needs and provide product and services at the right time at
the lowest cost. The realized savings to the system might be less than the cost of
all the improvements. So, an organization that improves things just because it can
may be improving the wrong things for the business.
Lean thinking Lean thinking is sometimes called lean manufacturing, the Toyota
production system or other names. Lean focuses on the removal of waste, which is
defined as anything not necessary to produce the product or service.

One common measure is touch time—the amount of time the product is actually
being worked on, or touched, by the worker. Frequently, lean’s focus is manifested
in an emphasis on flow.

There are five essential steps in lean:

1. Identify which features create value.

2. Identify the sequence of activities called the value stream.

3. Make the activities flow.

Six Sigma afirma que centrarse en la reducción de la variación resolverá los

problemas de proceso y de negocio. Mediante el uso de un conjunto de
herramientas estadísticas para comprender la fluctuación de un proceso, la
gerencia puede comenzar a predecir el resultado esperado de ese proceso. Si el
resultado no es satisfactorio, las herramientas asociadas pueden ser para
comprender mejor los elementos que influyen en ese proceso.

A través de una investigación rígida y estructurada metodología, los elementos del

proceso se entienden más completamente. La suposición es el resultado. de todo
el proceso se mejorará reduciendo la variación de múltiples elementos.

Six Sigma incluye cinco pasos: definir, medir, analizar, mejorar y controlar
(comúnmente conocido como DMAIC):

• Definir. Los practicantes comienzan por definiendo el proceso. Ellos preguntan

quiénes son los clientes y cuales son sus problemas. Ellos identificar las
características clave importante para el cliente junto con los procesos que apoyar
esas características clave. Luego identifican las condiciones de salida existentes a
lo largo con los elementos del proceso.
• Medida. A continuación, el foco está en midiendo el proceso. Llave las
características se clasifican, se verifican los sistemas de medición y se recopilan
datos.

• Analizar. Una vez recopilados los datos, se analizan. Los la intención es convertir
la materia prima datos en información que proporciona información sobre el
proceso. Estos conocimientos incluyen la identificación de las causas
fundamentales y más importantes de los defectos o problemas.

• Mejorar. El cuarto paso es mejorar el proceso. Se desarrollan soluciones al

problema y se realizan cambios en el proceso. Resultados del proceso se ven
cambios en las medidas. En este paso, la empresa puede juzgar si los cambios
sonbeneficioso, o si es necesario otro conjunto de cambios.

• Control. Si el proceso se está realizando en un deseado y nivel predecible, se

pone bajo control. Este El último paso es la parte de sostenimiento de Six Sigma.

metodología. El proceso es monitoreado para asegurar que no ocurren cambios

inesperados. Centrarse en el área principal de reducción de la variación también
produce otros efectos secundarios. La calidad es mejorado. La investigación de
procesos produce la reevaluación del estatus de valor agregado de muchos
elementos.

Algunos elementos se modifican, mientras que otros se descontinúan. Los

elementos se refinan y mejoran. Errores y se reducen las oportunidades de
cometer errores. Algunos elementos descubiertos durante el Six Sigma
investigación restringen el flujo de productos o servicios a través del sistema. El
flujo se define como el tiempo desde la entrada de materia prima hasta la salida de
un artículo vendible. La mejora de un proceso que restringía el flujo da como
resultado una variación reducida, una mejor calidad y mejora en el volumen de la
salida del proceso. Por lo tanto, la organización tiene menos dinero inmovilizado
en inventario en proceso. El tiempo desde el pago de la entradamaterial para ver
una ganancia se reduce, y la organización puede responder a las necesidades del
cliente más rápidamente.

Seis Sigma se basa en dos supuestos principales.

Primero, las personas en una organización entienden y apreciar el hecho de que

los números pueden representar funciones y características de un proceso. Ellos

apreciar que un más profundo comprensión de los datos y Se puede utilizar el
análisis de datos. producir mejoras, y las representaciones gráficas de los datos
pueden proporcionar nuevas y diferentes perspectivas del proceso.

Tipos analíticos, como ingenieros y científicos, generalmente respeta esto

Acercarse. Otra suposición es que a través de la reducción de variación de todos
los procesos, se mejorará el desempeño general de la organización. Pero mientras
es difícil argumentar en contra de la mejora, la economía la realidad de los
negocios es que queremos la mayor mejora por la mínima inversión. Mejorar todos
los procesos individuales de una organización en realidad podría tener un efecto
perjudicial en la capacidad de la empresa para satisfacer los las necesidades del
cliente y proporcionar productos y servicios en el momento adecuado al menor
costo. Los ahorros realizados al sistema puede ser menor que el costo de todos
los mejoras Entonces, una organización que mejora las cosas simplemente porque
puede estar mejorando las cosas equivocadas para el negocio.

pensamiento esbelto

El pensamiento esbelto a veces se denomina manufactura esbelta, el sistema de

producción de Toyota u otros nombres. Lean se centra en la eliminación de
residuos, que es definido como cualquier cosa que no sea necesaria para producir
el producto o servicio.

Una medida común es el tiempo de contacto: la cantidad de tiempo en el que se

está trabajando realmente en el producto, o tocado, por el trabajador. Con
frecuencia, el enfoque de Lean es manifestado en un énfasis en el flujo.

Hay cinco pasos esenciales en Lean:

1. Identifique qué características crean valor.

2. Identificar la secuencia de actividades denominada valor corriente.

3. Haz que las actividades fluyan