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