MEEM 5990 - Lean Manufacturing

T, R 11:35 12:50, MEEM 111

Instructor: Dr. John Gershenson Office: 936 RL Smith Department of Mechanical Engineering Michigan Technological University Houghton, MI 49931 Phone: (906) 487-2047 E-mail: jkgershe@mtu.edu Web page: http://www.me.mtu.edu/~jkgershe/lel/classes/5990/5990.html Pre-requisite: Graduate standing, distance enrollment, or permission of instructor. Description: Lean manufacturing is emerging globally as a paradigm by which business units must function to be globally competitive. Quality, cost, and delivery have become critical measures that directly affect profits and in turn the success of an organization. Significant improvements in all of these three measures come from a continuous elimination of waste, or non-value added activities, in manufacturing. Numerous tools are available for the elimination of waste and making businesses lean. This course will familiarize students with this philosophy of lean manufacturing and arm them with a basic toolset that enables the identification, measurement, and elimination of non-value added activities in a manufacturing setting. Because the class is being taught via distance learning this year, there will be no field trips, but there is an available laboratory for an extra one credit. Objectives: Learn core elements of Toyota Production System or Lean Manufacturing Learn various tools and methods used to eliminate waste in manufacturing processes Be able to assess a given situation and identify opportunities for improvement and implement tools to eliminate muda Texts: Suzaki, K. (1987), The New Manufacturing Challenge: Techniques for Continuous Improvement, The Free Press, New York Womack, J.P., D.T. Jones, and D. Roos (1990), The Machine That Changed the World, McMillan International, New York. These texts are not required and assignments will NOT be made from them. However, I STRONGLY suggest that students read and digest these two texts during the semester. In addition, the class notes and readings from various sources and texts will be required for understanding the concepts. In-class activities will help tremendously in applying the tools. Class notes and readings are posted on the website and students should read the readings prior to class to be able to participate in in-class discussions. Additional Referances: Kenichi, S., and A. Keisuke (1992), Kaizen for quick changeover: Going beyond SMED, Productivity Press, Portland. Liker, J.K. (1998), Becoming Lean, Productivity Press, Portland, Oregon. Rother, M. and J. Shook (1999), Learning to See: Value Stream Mapping to Add Value and Eliminate Muda, Lean Enterprise Institute. Shingo, S. (1983), Shigeo Shingo A Revolution in Manufacturing: The SMED System, Productivity Press, Portland, Oregon. Womack, J.P. and D.T. Jones (1996), Lean Thinking, Simon and Schuster, New York. Harvard Business Review, International Journal of Operations & Production Management, International Journal of Production Research, Quality Progress.

Class Preparation: Students will be expected to prepare all reading and written assignments before class. Reading assignments are shown on the syllabus and material is on the website (http://www.me.mtu.edu/~jkgershe/5990/5990.html). Class notes will be available electronically by 9AM class day. On campus students will often be called upon to help convey the material based upon the readings. Project: As a project, the entire class will participate in a simulation of mass production facility on the first day. Participants will then individually assess the current situation of the scenario and identify opportunities for improvement. Improvement opportunities should demonstrate the elimination of nonvalue added activities in the system or process. These can be, but are not restricted to, improving material flows, improving information flows, streamlining operations, etc. Individuals will then select tools to eliminate non-value added activities. Based on individual ideas, the class will then collaboratively decide on an improvement plan for the simulation. The project will be graded based on creativity of ideas and their impact on the improvement of the system. A formal report by each participant is required as their deliverable towards project grade. Course Topics: - Pokayoke Overview of lean manufacturing - Single Minute Exchange of Die - History of Toyota Production System - Standard operating procedures - Types of manufacturing systems - Pull systems and kanban - Overview of Toyota Production System - What is waste - Layout problems - Types of waste - Theory of constraints - Basic principles of lean - Load leveling (Heijunka) - Push versus pull with simulation - Cell design - Benefits - Problem solving tools - JIT systems - SPC and variability measures - Built in quality - Material handling practices - Standardized processes - ABC methods - Supplier involvement - Total Preventive Maintenance - Concepts of takt time, cycle time, WIP - Supply chain management buffers, Littles law, throughput Leadership and change management - Approaches (Green field and brown field - Issues in implementation approach, mass manufacturing and job - People issues shop). - Tools to manage change - Examples Evaluation systems - Implementation issues - Types of assessment systems Tools and methods of lean manufacturing - Benchmarking - Value stream mapping - ISO - Kaizen - Malcolm Baldridge award - 5S and Visual controls - Shingo Prize for lean manufacturing Grading: The goal of the course is to instill these elements of the above objective by the time the course ends. It is therefore not important that the elements are learned at the pace of the lectures. In addition, YOU are responsible for learning the material if you do not "get" something you are strongly encouraged to work with the instructor and your classmates to learn the material. Project: 80% (30% midterm, 50% final) this will be 100% of the distance learning grade Participation: 20% (assignments done when called upon, three noteworthy class discussions, and vocally volunteering in half of the classes). I consider this a very important part of the learning process. Participation is very different from attendance full participation is required, full attendance is not. You are partly responsible for teaching this class!

MEEM 5990 - Lean Manufacturing

T, R 11:35 12:50, MEEM 111
Instructor: Dr. John Gershenson Office: 936 RL Smith Department of Mechanical Engineering Michigan Technological University Houghton, MI 49931 Phone: (906) 487-2047 E-mail: jkgershe@mtu.edu Web page: http://www.me.mtu.edu/~jkgershe/5990/5990.html

Date 01/10/04 01/12/04 01/17/04 01/19/04 01/24/04 01/26/04 01/31/04 02/02/04 02/07/04 02/09/04 02/14/04 02/16/04 02/21/04 02/23/04 02/28/04 03/02/04 03/07/04 & 03/09/04 03/14/04 03/16/04 03/21/04 03/23/04 03/28/04 03/30/04 04/04/04 04/06/04 04/11/04 04/13/04 04/18/04 04/20/04 04/25/04

Topic Starship factory simulation Introduction 5S and Visual Control 5S Activity 5S Activity continued Value stream mapping I Value stream mapping II Value stream mapping Theory of constraints Winter Carnival Standardized work Standardized work Pokayoke/ Midterm handout SPC, six sigma, and problem solving Load leveling / Hoshin kanri Cellular layout Spring break Just in time / Flow, Midterm due (Through load leveling) Just in time / Flow, Pull / Kanban Pull simulation* SMED Total productive maintenance Total productive maintenance Supply chain management Lean assessment* People and managing change* Kaizen Kaizen event - Starship factory simulation ideas and implementation Starship factory simulation / Finals due

Lectures marked will be delivered as time constraints permit. Schedule is subject to change.