Lean/Six Sigma Processes

Calendar

LEC #	TOPICS	SUBTOPICS
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