QUAL07005 2019 Lean & Operational Excellence (OpEx)
During this course, we will study the application of Lean and Operational Excellence (OpEx) principles, including the Shingo model for operational excellence.
Lean is widely considered to originate from the world-class manufacturing techniques of the Japanese auto industry and in particular the Toyota Production System (TPS). Lean and OpEx been embraced by leading global companies in the manufacturing and service sectors and are now the foremost process improvement approach for organisations that wish to attain world-class performance in quality and customer satisfaction by eliminating 'waste' in their processes. In Lean terms ‘waste’ refers to anything that does not add value to the product or service in the eyes of the customer.
The Lean tools are a key component and enabler of Operational Excellence where problem-solving, teamwork and leadership results in continuous improvement in the workplace. Although originating in manufacturing, the Lean tools and techniques are also being used in healthcare, banking and government sectors where benefits have been achieved in productivity, efficiency, and cost reduction.
On completion of this module the learner will/should be able to;
Describe the key principles of Lean and Operational Excellence (OpEx) and how they can be used to drive continuous improvement and competitive advantage in an organisation. e.g. Lean transformation, Strategy deployment.
Recognise the potential sources of waste in a process and identify the appropriate Lean tool(s) to measure and reduce/eliminate that waste. e.g. Leader Standard Work (LSW), Audits, Gemba waste elimination walks.
Demonstrate the application of typical Lean tools such as Value Stream Mapping, SMED, Error Proofing, 5S, Visual Management, TPM, Kaizen Events, in creating a continuous flow.
Identify and use the appropriate metrics and Key Performance Indicators (KPIs) to improve process performance in terms of quality, throughput, productivity and cost. e.g. Yield, Lead time, Cycle time, Downtime and Efficiency.
Demonstrate the use of problem-solving tools such as 5-Whys, Brainstorming, Cause & Effect (Fishbone) and A3 sheets in Root Cause Analysis (RCA).
Teaching and Learning Strategies
The online teaching and learning strategy will follow the guidelines as developed by Quality Matters: http://www.qmprogram.org/
Unique to the Quality Matters Rubric is the concept of alignment. This occurs when critical course components - Learning Objectives (2), Assessment and Measurement (3), Instructional Materials (4), Learner Interaction and Engagement (5), and Course Technology (6) - work together to ensure
students achieve desired learning outcomes.
Module Assessment Strategies
Assessment will be through a series of continuous assessments throughout the semester. These will include quizzes and assignment submissions via the IT Sligo online learning management system Moodle.
Blogs and online discussion Forums will also be used to encourage online discussion, sharing best practice and educating others (e.g fellow work colleagues) on a particular topic. Photos such as examples of Poke-Yoke (mistake-proofing) or visual management in the workplace can be incorporated into Blogs.
Resubmission of failing elements of the assessments.
Topics covered will include the following:
Principles of Lean and Operational Excellence
- Introduction to Lean & Operational Excellence
- Strategy Deployment - the five strategies to becoming lean.
- Lean transformation and the culture of continuous improvement.
- Identify Waste in your process – The 7 Deadly Wastes
- Toyota Productions System (TPS)
- The Shingo prize
- Workplace Standardisation
- Leader Standard Work
- Gemba walks
To include linking of the problem solving to other lean tools. e.g. 5S for a safety or movement waste issue, SMED for a reduction in changeover time, poke yoke for error proofing and eliminating the mistake.
- Plan Do Check Act (PDCA)
- Cause & Effect Analysis
- The 5 Whys
- DMAIC approach to project management and problem-solving
Lean Metrics and Key Performance Indicators (KPIs)
- Daily KPI meeting
- Productivity / Efficiency metrics
- Cycle Time / Lead Time
- Quality metrics
- Takt Time
Value Stream Mapping
- Value Stream Mapping™ (current and future state)
- Marterial and Information flows
- Inventory and WIP
5S and Visual Management
- The 5S steps
- The Visual workplace
- Visual Management
- Visual Controls
Total Productive Maintenance (TPM)
- TPM Principles, Goals & Methods
- Elimination of equipment related waste
- Overall Equipment Efficiency (OEE) measurement
- Autonomous Maintenance
Set up Reduction (SMED)
- SMED (Quick Changeover Techniques)
- Apply the five-step changeover improvement process to achieve set-up reduction
Poka-Yoke (Error Proofing)
- Error Proofing examples
- Designing and implementing Poka-Yoke systems
Theory of Constraints (TOC)
- Push Vs Pull
- JIT Production Levelling / Continuous Flow
Coursework & Assessment Breakdown
|Title||Type||Form||Percent||Week||Learning Outcomes Assessed|
|1||Moodle Online and Offline Assignments, Blogs and Quiz submissions||Continuous Assessment||Assessment||100 %||OnGoing||1,2,3,4,5|
Online Learning Mode Workload
Required & Recommended Book List
2004-01-07 The Toyota Way McGraw Hill Professional
Describes the management principles of Lean production that are employed by Toyota.
2015-03-17 How To Implement Lean Manufacturing, Second Edition McGraw-Hill Education
ISBN 0071835733 ISBN-13 9780071835732
Cutting-edge Lean manufacturing strategies Thoroughly updated with the latest trends and new global case studies, How to Implement Lean Manufacturing, Second Edition, explains how to implement this powerful formula for eliminating waste, controlling quality and inventory, and improving overall performance across an enterprise environment. The book addresses the engineering and production aspects as well as the business culture challenges. This practical guide describes the Toyota Production System (TPS) and specifies the distinct order in which Lean techniques should be applied to achieve maximum gains. By using the proven methods in this definitive resource, you can implement a successful Lean transformation in your organization. Find how to: Create and deploy enterprise-wide strategies and goals Improve speed and quality and dramatically lower costs Reduce variation in the manufacturing system in order to reduce inventory Reduce lead times to improve responsiveness and flexibility Sustain process gains Perform system-wide value-stream evaluations Manage constraints and reduce bottlenecks Implement cellular manufacturing New material in the Second Edition reveals how to: Avoid the typical management pitfalls and implementation errors that virtually guarantee a Lean transformation will fail Implement the new skills of Lean leadership, including its six key elements Shape and manage your culture using the five cultural change leading indicators
2003 Learning to See Lean Enterprise Institute
ISBN 9780966784305 ISBN-13 0966784308
Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.The value-stream map is a paper-and-pencil representation of every process in the material and information flow, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Value-stream mapping is an overarching tool that gives managers and executives a picture of the entire production process, both value and non value-creating activities. Rather than taking a haphazard approach to lean implementation, value-stream mapping establishes a direction for the company.To encourage you to become actively involved in the learning process, Learning to See contains a case study based on a fictional company, Acme Stamping. You begin by mapping the current state of the value stream, looking for all the sources of waste. After identifying the waste, you draw a map of a leaner future state and a value-stream plan to guide implementation and review progress regularly.Written by two experts with practical experience, Mike Rother and John Shook, the workbook makes complicated concepts simple. It teaches you the reasons for introducing a mapping program and how it fits into a lean conversion.With this easy-to-use product, a company gets the tool it needs to understand and use value-stream mapping so it can eliminate waste in production processes. Start your lean transformation or accelerate your existing effort with value-stream mapping. [Source : 4e de couv.].
Will be listed on Moodle.
Edgeman, R Excellence models as complex management systems: An examination of the Shingo operational excellence model
Business Process Management Journal, 2018, Vol. 24, Issue 6, pp. 1321-1338.
Will be listed on Moodle.
Will be listed on Moodle.