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LEC #TOPICSSUBTOPICS
Part I: Foundations
1Welcome 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
2Six 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
4Team-Based, Knowledge-Driven Work SystemsTeam/Work Group Structure and Roles - Socio-Tech vs Lean Teams

Front-Line Leadership Capability and Motivation

Knowledge-Driven Work
5Manufacturing Stakeholder AlignmentSupport Function Alignment

Supply Chain Alignment

Union-Management Partnership
6In-Station Process Control and Standardized WorkStandardized Work

Statistical Process Control and "Control Points"

Andon Response Systems

PDCA and Control Point Improvement Processes
7Total Productive Maintenance and Standardized Support5S's and Waste Walks

Preventive Maintenance Principles

Lean Machine Tooling

Maintenance/Skilled Trades Work Groups
Part III: Flow
8Value StreamsAssembly Operations - Takt Time

Machining Operations - Cycle Time

Continuous Flow Operations

Engineering Design Operations Service Operations - Cycle Time

Sustainability and Lean/Six Sigma
9Material FlowKanban/Supply Chain Sequencing

Presentation of Parts and Parts Marketplace

Hejunka/Product Leveling
10Knowledge and Information FlowKaizen-Teian Improvement Systems

Hoshin Planning/Policy Deployment

Enterprise Resource Planning Tools

Design for Manufacture

Performance Metric Feedback
Part IV: Pull
11Customer "Pull" Systems

Auto Industry
Forecast "Push," Customer "Pull," and Hybrid Models

The Three-Day Car
12Aerospace Industry

Customer Support Operations
Low Volume and High Complexity in Defense Aerospace

Fujitsu "Sense and Respond" Customer Support System
Part V: Enterprise
13Transitions 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
14Ready, Set, GoLFM Alumni Panel
15Lean SimulationA Simulation Exercise Designed to Illustrate Lean Principles in Manufacturing Operations

 








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