30211 - LEAN MANAGEMENT
CLEAM - CLEF - CLEACC - BESS-CLES - BIEMF
Course taught in English
Go to class group/s: 31
Students learn:
- the genealogy and evolution of Lean Thinking and its relationship with organizational theory and other management practices
- the principles and tools of lean management and its implementation in different management functions, business environments and industries
- how to eliminate waste from organizational processes through lean tools like: workplace organization (5S), standardized work, value stream mapping and improvement, quick changeovers (SMED), auto-nomation (Jidoka), and technology autonomous management (TPM), workload leveling (heijunka), just in time (one-piece-flow, pull, kanban supermarket systems), and problem solving through A3 and PDCA cycles.
- how to drive organizational performance through continuous improvement initiatives
- how to use the above lean tools as learning devices that allow to develop people’s skills and organizational capabilities
- the management attitudes and behaviors that constitute servant leadership and support the implementation of lean thinking.
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Origins and evolution of the Lean Movement
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Waste (Muda), continuous improvement (Kaizen) and organizational learning
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Lean principles and tools
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Creating continuous flow (takt, one-piece-flow)
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The pull system (kanban, Deming principle)
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Leveling out workloads (Heijunka)
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Stop to fix problems and quality. Do things right the first time (Jidoka)
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Standardized work as the foundation of continuous improvement
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Using visual management to surface problems
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Workplace organization (5S)
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Value Stream Mapping and improvement
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Problem solving through PDCA: A3
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Lean culture, people development and leadership
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Lean in administration and office
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Towards a Lean Society: lean healthcare, education and consumption
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Lean and green: sustainable lean
Written mid-term and final exam
Non attending students
Oral exam in the scheduled exam sessions
- J. Liker, The Toyota Way. 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill, New York, USA, 2004
- M. Rother, J. Shook, Learning to see. Value Stream Mapping to Create Value and Eliminate Muda. The Lean Enterprise Institute, Cambridge, MA, USA, 1999
- J. Shook, Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor, and Lead, The Lean Enterprise Institute, Cambridge, MA, USA, 2008
The contents of course 30008 (Fundamentals of Organizations) are a prerequisite. Since the course uses a variety of learning methodologies including case studies, in-class exercises, simulations (lean game) and examples from real world lean transformation processes, attendance is recommended.