Lean Methodology and Six Sigma
At the end of the course the students must be able to :
O1: Understanding the importance of the Lean Thinking and Six Sigma approaches in organizations
O2: Identify, characterize and frame the Lean and Six sigma concepts and respective tools
O3: Know how to apply their main concepts, measures and tools
CO: In addition to the specific technical competencies of the course, they should end with increased critical thinking and communication skills, individually as weel as in group.
António Carlos Bárbara Grilo, Radu Godina
Weekly - 3
Total - 42
Is advised that students have some previous expertise in: Quality Management, Inventory Management, Production and Operations Management and Quality Planning and Control
- Wilson, L. (2015). How To Implement Lean Manufacturing (2nd. edit). McGraw Hill Professional.
- Nash M.A. , Poling S.R. (2011) Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes, 1 edition. Productivity Press
- Aukal, G., Manos, A. (2006). Lean Kaizen: A Simplified Approach to Process Improvements. ASQ Quality Press.
- Duffy, G.L. (2013). Modular Kaizen: Continuous and Breakthrough Improvement. ASQ Quality Press.
- Monden Y. (2011) Toyota Production System: An Integrated Approach to Just-In-Time, 4th Edition. Productivity Press, Boca Raton.
- Baird, C. (2009). The Six Sigma Manual for Small and Medium Businesses: What You Need to Know Explained Simply. Atlantic Publishing Company.
Lectures are carried out by combining the theoretical with practical knowledge in each session.
The final evaluation of the curricular unit (CU) of Lean and Six Sigma Methodologies (MLSS) will be based on the following elements:
The frequency (FREQ) is obtained by writing, in a group, a deliverable: (1) proposal for an article on a pre-selected theme, (later presented and discussed in a group) and FREQ is obtained if (TG)> = 9.5, being valid for two academic years at the request of the interested party.
The approval and final classification in the CU is made as follows: (1) a group work (TG) and; (2) individual final test or exam. For approval of the CU the minimum classification of 9.5 is required: the weighted average of the TG with the individual evaluation (T or EX) being obtained with the following equation: 0.30 (TG) + 0.70 (T or EX).
Group Work (TG): consists of a presentation to be carried out as specified. The groups will consist of 3 elements.
The TG work must be delivered on the 24th of May, the day of the presentation, at the beginning of the class, in digital format, in pdf. This deliverable will be verified with plagiarism detection software.
The date of presentation will be on the day of delivery of the works: May 24
The final MLSS score will be composed as follows:
Final grade = 0.30 * TG + 0.70 * Test (or Exam)
The score for each evaluation elements is rounded to one decimal.
Approval occurs if the final grade is equal to or greater than 9.5.
1. Continuous Improvement in Organizations
- Historical Evolution
- Main Coorporate Strategies for continuous improvement: Lean and Six Sigma
- Main Concepts MUDA & KAIZEN and fundamental measures Lean & Seis Sigma
- DMAIC & DMADV development cycles
2. Lean & Six Sigma Tooling Study
- Value Stream Mapping (VSM)
- A3 Tool
- Single-Minute Exchange of Dies (SMED)
- Kanban Systems
- 5S Tool
- Andon/Jidoka/Poka Yoke/Heijunka
- Mizusumashi & Yamazumi
3. Characterization of Lean & Six Sigma Metrics
- Takt Time (TT) / Beat Time
- Lead time (L/T) e Cycle time (C/T)
- Overall Equipment Effectiveness (OEE)
- DPU, DPO, DPMO e o Sigma Level
- Cost of Poor Quality (COPQ)
4. Real Case Analysis and Study
Programs where the course is taught: