| 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 |