ESD.60 | Summer 2004 | Graduate

Lean/Six Sigma Processes


Part I: Foundations

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


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

Customer “Pull” Systems

Auto Industry

Forecast “Push,” Customer “Pull,” and Hybrid Models

The Three-Day Car


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

Course Info

As Taught In
Summer 2004
Learning Resource Types
Lecture Notes
Activity Assignments
Presentation Assignments
Written Assignments