Engineering
Management
MSE507
Lean Manufacturing
Introduction
Lean Thinking versus Muda
Learning Objectives
Present an overview of lean manufacturing concepts
Introduce methods and tools designed to put these concepts
to work in a manufacturing environment
This course will discuss the basic principles of:
Lean
Value
The technical value stream
Flow
Pull, and
Perfection
Compare and contrast lean with the Theory of Constraints and
Quick Response Manufacturing
Background and Purpose
Value is a key attribute of the technical professional is his/her
emphasis on and interest in professional values and goals
rather than those of an organization.
Lean thinking principles are emerging as a method to improve
the flexibility, reliability, and profitability of enterprises worldwide.
Lean thinking is being used to reduce setup times, lot sizes, and
inventories.
Lean is all about removing waste in the enterprise.
In time as well as cost. As enterprises have reduced costs and
improved quality, the primary competitive measure is the ability to
respond to the customer
Required Textbooks
Lean Thinking : Banish Waste and Create Wealth in Your
Corporation
Womack, James P. and Jones, Daniel T. (2003)
New York: Simon & Schuster
ISBN: 0-7432-4927-5
Learning to See Version 1.3
Rother, Mike Shook, John Womack, James and Jones, Dan. (1999)
Lean Enterprises Inst Inc.
ISBN: 0966784308
Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor
Series).
Productivity Press; 1st edition (1999)
Productivity Development Team
ISBN: 156327213X
Textbook 1
Lean Thinking : Banish Waste and Create Wealth in Your
Corporation
Hardcover
List Price: $30.00
ISBN: 0-7432-4927-5
Textbook 2
Learning to See Version 1.3
Spiral-bound paperback
List Price: $50.00
ISBN: 0966784308
Textbook 3
Cellular Manufacturing: One-Piece Flow for Workteams
(Shopfloor Series)
Paperback
List Price: $25.00
ISBN: 156327213X
My Contact Info
David Shternberg
E-mail Address (use all three)
CSUN - [Link]@[Link]
Home ds823@[Link]
Phone Numbers
Cell 818-599-9944
Office Hours
6:00-7:00PM Thursdays
JD 3310
By Appointment Only
My Work Experience
Israeli Air Force
Israeli Aircraft Industries 1984-1986
General Manager
Eaton Aerospace, Los Angeles July-2006 Jan 2011
Manufacturing Manager
Mfg Eng & Fabrication Focus Factory Manager
Manufacturing and Sustaining Engineering Manager
Maintco Corporation, Burbank, Aug-2005 July 2006
Mfg Engineer, Producibility Mgr, Lean & Cont Improvement Mgr
Eaton Aerospace, Los Angeles Jan-2004 - July 2005
Ground test inspector
CRANE Hydro-Aire, Burbank CA 1986-2003
F-16 Mechanic 1980-1981
F-16 Mechanical Systems Instructor 1981-1984
Manufacturing Engineering Manager
Supply Chain Manager
OpEx Manager
Meggitt Control Systems, N. Hollywood Jan 2011 Present
Director of Operational Excellence
My Academic Records
Holtz Academy of Aviation Technology, Tel-Aviv, Israel 1975-1980
Certified Aircraft Technician
Associate Engineer
Santa Monica College 1989-1993
AA Degree
California State University, Northridge 1994-1999
BS Mfg Systems Engineering
California State University, Northridge 2001-2003
MS Mfg Systems Engineering & Management
Part-time MSEM faculty member since Jan 2004
Class Material
Website URL
[Link]
MSE507 Course Page
Login: shternberg
Password: mse507
Class Syllabus
PowerPoint Presentations
Schedule of classes
My E-mail and phone numbers
Reading Assignments
Essential for interaction and understanding
Read assigned chapter prior to class
Prepare to discuss issues/questions
Preparation will make the course more interesting
Pop-quiz may be given
25 %
25 %
35 %
5 %
10 %
Course Performance
Evaluation Structure
Mid-Term
Final Exam
Team Research Project
Attendance and professionalism
Participation and active learning (based in part
on Partnership Peer Review Reports)
Letter-Grade Scale
Plus/Minus will be used
Score
Grade
Score
Grade
90-100
70-74
88-89
A-
68-69
C-
85-87
B+
60-67
80-84
58-59
D-
78-79
B-
0-57
75-77
C+
Student Roles & Responsibilities
Attend class sessions and to be prompt
Be a team player
Submit original work only
I was a student too
Be considerate and respectful of one another
Get the job done right and on time
Budgeting 5-6 hours per week for this course, in addition to
class attendance, is not unreasonable
Course Overview
Muda
Muda means waste
Any human activity which absorbs resources but creates no
value
Mistakes which require rectification
Production of items no one wants so inventories and
remaindered goods pile up
Processing steps which arent actually needed
Movement of employees and transport of goods from one place
to another without any purpose
Groups of people in a downstream activity standing around
waiting because an upstream activity has not delivered on time
Goods and services which dont meet the needs of the
customer
Lean Thinking
Powerful antidote to muda
Provides a way to specify value
Line up value-creating actions in the best sequence
Conduct these activities without interruption whenever someone
requests them
Perform them more and more effectively
Lean thinking is lean because it provides a way to do more and
more with less and less
Less human effort
Less equipment
Less time
Less space
Coming closer and closer to providing customers with exactly
what they want
Lean Thinking
Make work more satisfying by providing immediate feedback
on efforts to convert muda into value
Create new work rather than simply destroying jobs in the
name of efficiency
Lean thinking steps:
1. Precisely specify value
2. Fully map the value stream for a specific product, and eliminate
wasteful steps
3. Make the remaining, value-creating steps flow continuously
Require complete rearrangement of your mental furniture
4. Let the customer Pull the product from you as needed
5. Continuously improve to reach perfection
Step 1 - Specify Value
The critical starting point for lean thinking
Value can only be defined by the ultimate customer
Only meaningful when expressed in terms of a specific product
(a good or a service, and often both) which meets the
customers needs at a specific price at a specific time.
Value is created by the producer
From the customers standpoint, this is why the producers exist
Lean thinking must start with an attempt to precisely define
value in terms of specific products with specific capabilities
offered at specific prices through a dialog with specific
customers
Providing the wrong good or service the right way is muda
Step 2 - Identify the Value Stream
The value stream is the set of all specific actions required to
bring a specific product (goods, services, or both)
Through the three critical management tasks of any business:
Problem solving task from concept through detailed design and
engineering to production launch
Information management task from order taking through detailed
scheduling to delivery
Physical transformation task from raw materials to a finished
product in the hands of the customer
Identifying the entire value stream for each product (or product
family) is the next step in lean thinking
Step 2 - Identify the Value Stream (cont.)
Value stream analysis will almost always show the three types
of actions are occurring along the value stream:
1. Unambiguously create value
2. Create no value but necessary with current technologies and
assets (type One muda)
3. Create no value and could be removed (type Two muda)
Lean enterprise a continuing conference of all concerned
parties to create a channel for the entire value stream,
removing all the muda
Flow
Make the remaining, value-creating steps of the process flow
Redefine the work of functions, departments, and firms
Create single piece flow instead of batch processing
Ensure positive contribution to value creation
Speak to the real needs of employees at every point along the
stream so it is actually in their interest to make value flow
Pull
Let the customer pull the product from you as needed rather
than pushing products, often unwanted, onto the customer
The demands of the customer become more stable when they
know then can get what they want right away
Pull system is more responsive to changes then push systems
Perfection
There is no end to the process of reducing effort, time, space,
cost, and mistakes while offering a product which is ever more
nearly what the customer wants
Lean Manufacturing Cycle
SPECIFY
VALUE
IDENTIFY THE
VALUE STREAM
2
CONVERT
PUSH TO PULL
4
3
FLOW
Step 5 CONTINUOUSLY IMPROVE
Getting value to flow faster always exposes hidden muda in
the value stream.
The harder you pull, the more the impediments to flow are
revealed so they can be removed.
Homework Assignment
Lean Thinking Chapter 1
Value
Pages 29-36
1.
2.
Question:
What do customers consider as value? Give examples
Explain why we need to define what value is before we
start any performance improvement.
Questions? Comments?
