| Part I: Foundations |
| 1 |
Welcome and Overview
Lean Thinking |
Course Syllabus and Expectations
Class Experience with Lean/Six Sigma
Historical Perspective on Lean/Six Sigma
Lean Thinking
Mass and Lean in Historical Context
Exercises (Seven Wastes, 5S's, Work Cell Redesign)
Value Stream Maps and Knowledge-Driven Continuous Improvement (PDCA)
Infrastructure, Stability, Flow and Pull |
| 2 |
Six Sigma Principles
Systems Change Principles |
Six Sigma Principles
Variance and Variance Reduction
DMIAC Process - y=f(x)
Six Sigma Measurement Tools
Systems Change Principles
Stakeholders and Systems
OD Roles
Strategy, Structure and Process
"Top-Down" and "Bottom-Up" Change
Socio-Technical Dynamics |
| 3 |
"Pre-Stability" Considerations |
"Brownfield"/"Greenfield" Contrast
Active and Passive Opposition to Lean/Six Sigma
Inadequate or Missing "Social Infrastructure" - Forums, Capabilities, Relationships |
| Part II: Stability |
| 4 |
Team-Based, Knowledge-Driven Work Systems |
Team/Work Group Structure and Roles - Socio-Tech vs Lean Teams
Front-Line Leadership Capability and Motivation
Knowledge-Driven Work |
| 5 |
Manufacturing Stakeholder Alignment |
Support Function Alignment
Supply Chain Alignment
Union-Management Partnership |
| 6 |
In-Station Process Control and Standardized Work |
Standardized Work
Statistical Process Control and "Control Points"
Andon Response Systems
PDCA and Control Point Improvement Processes |
| 7 |
Total Productive Maintenance and Standardized Support |
5S's and Waste Walks
Preventive Maintenance Principles
Lean Machine Tooling
Maintenance/Skilled Trades Work Groups |
| Part III: Flow |
| 8 |
Value Streams |
Assembly Operations - Takt Time
Machining Operations - Cycle Time
Continuous Flow Operations
Engineering Design Operations Service Operations - Cycle Time
Sustainability and Lean/Six Sigma |
| 9 |
Material Flow |
Kanban/Supply Chain Sequencing
Presentation of Parts and Parts Marketplace
Hejunka/Product Leveling |
| 10 |
Knowledge and Information Flow |
Kaizen-Teian Improvement Systems
Hoshin Planning/Policy Deployment
Enterprise Resource Planning Tools
Design for Manufacture
Performance Metric Feedback |
| Part IV: Pull |
| 11 |
Customer "Pull" Systems
Auto Industry |
Forecast "Push," Customer "Pull," and Hybrid Models
The Three-Day Car |
| 12 |
Aerospace Industry
Customer Support Operations |
Low Volume and High Complexity in Defense Aerospace
Fujitsu "Sense and Respond" Customer Support System |
| Part V: Enterprise |
| 13 |
Transitions from "Pre-Stability" to Stability to Flow to Pull (#13), and Lean Enterprise Alignment Principles (#14) |
Within-Function and Cross-Functional Challenges in the Transitions from "Pre-Stability" to Stability to Flow to Pull
Lean Enterprise Alignment
Enterprise Structure and Alignment
Value Identification, Value Proposition and Value Delivery in the Enterprise Context
Concluding Course Overview |
| 14 |
Ready, Set, Go |
LFM Alumni Panel |
| 15 |
Lean Simulation |
A Simulation Exercise Designed to Illustrate Lean Principles in Manufacturing Operations |