MSc in Lean Operations. Module Descriptions

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1 MSc in Lean Operations Module Descriptions 2010

2 BSP320 Lean Thinking & Practice To establish the roots, underlying philosophy and development of the lean thinking approach. By the end of the module, the students should be able to: Understand how lean principles can be used to guide lean implementations Recognise different categories of waste in operational processes Appreciate the key concepts of customer value and value stream management and their role in developing lean strategies Appreciate how the underlying principles behind lean can apply to service organisations, noting differences between manufacturing & service contexts Develop a lean strategic framework that focuses on key business processes Lean thinking history, critics & evolution Five lean principles Value & Waste Muda, Muri, Mura and Kingman s Equation. Systems thinking Lean frameworks Policy deployment Teaching will comprise lectures, case studies, games, simulations, and practical exercises Lean Thinking, Womack & Jones The Machine that Changed the World, Womack, Jones & Roos The Toyota Way, Jeff Liker Freedom from Command & Control, John Seddon The Lean Toolbox, 4 th edition, Bicheno and Holweg, Chapters 1 to 5 The Lean Toolbox for Service Systems, Bicheno 2

3 BSP311 Quality To provide students with a detailed understanding of the concepts and philosophies of quality management; to develop practical competence in the application of a range of appropriate quality tools. By the end of the module unit students should be able to: Understand and be able to diagnose the nature of typical quality problems that arise in manufacturing or service Understand the main quality philosophies, such as Six Sigma, Total Quality, and the views of Deming and others Understand how Lean and Quality concepts mutually reinforce Understand approaches to variation, mistakes and complexity Be able to lead 5S improvement activities Be able to lead Kaizen improvement activities and events Understand the need for, develop and practically apply standard operating procedures Understand and apply appropriate service quality tools The quality Gurus Improvement cycles: DMAIC and PDCA Lean approaches to quality SPC concepts applied to service: control limits and capability, types of control chart Six Sigma approach and tools Kaizen and other improvement approaches A3 problem solving Standard work and Standard Operating Procedures Training within Industry (TWI) approaches Reducing variation, mistakes, and complexity Kaizen approaches Visual management Teaching will comprise lectures, case studies, games, simulations, and practical exercises. 3

4 Make No Mistake, Hinckley Six Sigma Quality, Breyfogle Visual Management, Galsworth Six Sigma and The Quality Toolbox, Bicheno and Catherwood The Lean Toolbox, 4 th edition, Bicheno and Holweg Chasing the Rabbit, Spear Managing to Learn, Shook BSP316 Layout & TPM To provide students with a critical appreciation of the principles of TPM, changeover reduction and layout as they relate to lean operations. Standard operations will also be discussed. By the end of this module unit, students will be able to: Discuss & critique changeover reduction techniques and explain the role of changeover reduction in a lean context. Understand the core elements and describe TPM theory and practice Define and describe the principles concerning preventive maintenance, predictive maintenance, and condition monitoring Identify and describe the main procedures involved with changeover reduction Devise and organise factory layout based upon cells, group technology, and production flow analysis Analyse and apply the concepts of cellular layout and flexible manpower lines, cell balancing and takt time Theories for preventative and scheduled maintenance Definition of TPM Concepts for TPM including operator involvement, Six Big Losses, overall equipment effectiveness (OEE), visibility, condition monitoring Information systems for TPM Importance of TPM to scheduling, bottlenecks and flow scheduling Changeover reduction: theory, practice, and economics. Importance of both TPM and changeover for JIT production. Involving staff in the implementation of TPM and rapid changeover. 4

5 Future Asset Care, single Point Lessons Changeover theory Systematic Layout Planning Line Balancing Cell Design Theory Takt and Pitch times Mixed model principles Supermarkets Material handling routes Pulse Lines and Moving Lines Teaching will comprise lectures, case studies, games, simulations, and practical exercises. Competitive Manufacturing Management, John Nicholas Creating Continuous Flow, Rother & Harris Reorganizing the Factory, Hyer and Wemmerlov The Lean Toolbox, 4 th edition, Bicheno and Holweg BSP319 Demand Management To understand the fundamental nature of demand in services and how it can be influenced and managed. By the end of the module students should be able to: Differentiate between value demand and failure demand when analysing demand patterns Measure and manage capacity in service situations Understand basic queuing theory and its application to demand management Push, Pull and Kanban Service Demand management Service Capacity management Design and balancing 5

6 Takt time, Pitch time, Lead time OEE concepts Pull systems, Kanban, TOC Queuing theory Basic Forecasting: Qualitative and Quantitative; Tracking signals; Control Inventory control concepts Introduction to Yield Management Simulation approaches Teaching will comprise lectures, case studies, games, simulations, and practical exercises Service Operations Management, Johnson and Clarke The Lean Toolbox for Service Systems, Bicheno Freedom from Command & Control, John Seddon BSP312 Mapping To introduce students to the range of mapping tools that are applicable to both the service & manufacturing sectors in order to analyse and improve service delivery processes. By the end of the module students should be able to: Select appropriate mapping tools to meet the needs of their particular business context Apply mapping tools to a range of service situations as part of a diagnostic activity, including their application to both customer-intensive and process-intensive situations Develop current state maps, future state maps, and action plans for implementation. The value chain concept Current and future state map development Learning to See, Service Blueprint, Cycle of Service, Spaghetti, Quality filter, and Amplification maps Pull loops Capacity and Lead Time analysis. System Dynamics Maps Root Learning maps 6

7 Lean Audits in service. Teaching will comprise lectures, case studies, games, simulations, and practical exercises The module will require an assignment report and a written class test Learning to See, Rother and Shook Lean Profit Potential, Hines et al Mapping the Total Value Stream, Nash and Poling The Lean Toolbox, 4 th edition, Bicheno and Holweg BSP317 Lean Scheduling & Materials Management To provide students with a critical appreciation of scheduling methods in a lean environment; to provide an understanding of supporting materials management systems. By the end of this module, students will be able to: Illustrate the difference between push and pull systems Assess Kanban and batch sizing Discuss finite and infinite scheduling, mixed model scheduling, mass customisation and final assembly scheduling, scheduling alternatives: OPT and CONWIP Understand level scheduling (Heijunka) and supply chain scheduling introduction Be able to present on lean thinking and independent demand inventory control Define Master planning, Capacity Management, MRP, Production Activity Control Push systems and pull systems (JIT, OPT / Theory of Constraints, MRPII, finite and infinite scheduling) Note: JIT scheduling will be dealt with in this unit, but wider aspects of the JIT philosophy will be dealt with in the Lean Thinking and Practice module. Dependent demand inventory management: Production planning, master scheduling, MRP, CRP, production activity control. Theory of Constraints and its relevance for Lean scheduling Kanban: methods, types, rules, number and frequency, prerequisites Scheduling : push and pull systems and techniques, level scheduling, mixed model scheduling Building Blocks and Lean Scheduling Concepts 7

8 Computer based systems for finite scheduling. Quick response logistics Teaching will comprise lectures, case studies, games, simulations, and practical exercises. The Lean Toolbox, 4 th edition, Bicheno and Holweg The Goal, Goldratt & Cox Competitive Manufacturing Management, Nicholas Quick Response Manufacturing, Suri Factory Physics, Hopp & Spearman Creating Mixed Model Value Streams, Duggan BSP318 Services Marketing The aim of the module is to give students an appreciation of service marketing concepts, particularly as they apply to Service Lean. By the end of the module students should be able to: Appreciate the concept of customer value Know how traditional marketing concepts (for example 4P s, segmentation) relate to service marketing and lean operations Appreciate the concept of customer retention, the consequences of customer defection Classify and segment customers for service purposes Measure customer satisfaction Establish hard and soft measures Design service delivery systems (this will be done in other modules as well) Service characteristics SERVQUAL and the RATER dimensions Customer value Relationship marketing The Service Wastes Customer retention and defection Service marketing concepts 8

9 The Service Profit Chain Customer Surveys Hard and Soft measures Lean service design Servicescapes Teaching will comprise lectures, case studies, games, simulations, and practical exercises The module unit will require an assignment report and a written class test. Services Marketing, Zeithaml and Bitner Service Operations Management, Johnson and Clark Marketing Management: A Relationship Approach, Hollensen BSP313 Leadership & Change To introduce students to the concept of leadership, intervention and change management and to provide students with a critical understanding of team, organisational, and performance measurement issues as they relate to lean operations and management. By the end of the module students should be able to: Understand the key concepts and principles of change management. Apply appropriate models of change management to their particular business context. Understand the requirements for effective leadership in an organisation that operates on lean principles Demonstrate an understanding of introductory work designs and ergonomics Appreciate the key drivers for effective motivation of staff applying lean tools and techniques Understand the nature of teams and their effective management Establish team models in the workplace Change management Intervention theory and organisational design Team issues: leadership, facilitation, coaching, development stages Organisational psychology & motivation Team models (eg Japanese, American, European archetypes) Team types: quality circles, project teams, self directed. 9

10 Introduction to industrial psychology Basic team work concepts Teaching will comprise lectures, case studies, games, simulations, and practical exercises The module will require an assignment report and a written class test Essentials of Organisational Behaviour, Robins From the Ground Up: Six Principles for Building the New Logic Corporation, Edward Lawler III Going Lean, Hines et al Organization Development, Gallos (ed) Making the Team: A Guide for Managers, Thompson, Managing Change, Burns The Leader s Handbook, Scholtes Toyota Culture, Liker and Hoseus BSP314 Supply Chain Management To equip students with the strategic and operational skills necessary to manage the external dimensions of the Lean Enterprise. By the end of the module students should be able to: Understand various techniques used for the analysis and improvement of supply chain performance Apply & evaluate the approach to supply chain improvement described in the publication Seeing the Whole Make a preliminary analysis of the supply chain issues of the company & make recommendations as to an appropriate approach the company might adopt Understand concepts of logistics networks. Appreciate supplier development and supplier partnership concepts as they relate to service. Appreciate the impact and use of information and communication technologies in service. Map an end to end service value chain. Supply chain mapping Supply chain dynamics Network sourcing Global supply chains 10

11 Demand amplification and its control Lead time and inventory reduction Logistics concepts, including distribution and cross docking Logistics channel selection Supplier partnership Supplier development Developments in E technology and their impact on logistics Special topics such as VMI, EDI, ERP systems, supply chain simulation Teaching will comprise lectures, case studies, games, simulations, and practical exercises Logistics and Supply Chain Management, Christopher Creating world Class Suppliers, Hines Seeing the Whole, Womack & Jones Supply Chain Management, Simchi Levi et al Global Operations & Logistics, Dornier The Lean Toolbox, 4 th edition, Bicheno and Holweg BSP315 Lean Accounting, Measures & New Product Development To provide students with an appreciation and basic competence in lean accounting and measurement; to provide a comprehensive introduction to the lean aspects of new product & service development and introduction. By the end of the module students should be able to: Understand how the lean approach to accounting differs from the traditional approach and the implications for lean operations performance measurement Describe current developments in costing, performance measurement & new product development where they relate to lean operations Understand the emphasis placed on performance measures by the lean approach and be able to develop appropriate measures in a business context Evaluate the major tools and concepts forming the background to new product design & development Lean accounting Target costing 11

12 Transaction reduction Value engineering, value analysis Theory of Constraints Balanced Scorecard and Performance Prism Set-based design New service project management New product/service Introduction in particular the Toyota or set based approach Quality function deployment Lean measurement systems including The Balanced Scorecard & Performance Prism Disruptive Technologies Triz Teaching will comprise lectures, case studies, games, simulations, and practical exercises. Practical Lean Accounting, Maskell & Baggalay Lean Product and Process Development, Allen Ward Critical Chain, Goldratt The Toyota Product Development, Morgan & Liker Hands on Systematic Innovation, Darrell Mann The Lean Toolbox, 4 th edition, Bicheno and Holweg 12

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