At the end of the course unit, students must present skills and abilities that allow them to:
O1: Understand the importance of Lean Management and Lean Manufacturing in organizations
O2: Identify, characterize and frame the various concepts and respective tools
O3: Know how to apply the concepts, measures and main tools of both approaches in different production environments
CO: In addition to the specific technical skills of the curricular unit, it will be sought to develop in students, critical and work skills, individually and in groups, such as: proactive initiative, autonomy, ease of dialogue and communication.
António Carlos Bárbara Grilo, Radu Godina
Weekly - 2
Total - 28
Sudents should have previous knowledge and skills in: Quality Management, Inventory Management, Production and Operations Management and Quality Planning and Control
- Wilson, L. (2015). How To Implement Lean Manufacturing, 2nd edition, McGraw Hill Professional.
- Nash M.A., Poling S.R. (2011) Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes, 1st 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.
- Martin K, Osterling M. (2007) The Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and Technical Environments, 1st edition, New York: Productivity Press.
- Rother, M., (2009) Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results, 1st edition. McGraw Hill, New York.
The teaching of the curricular unit is carried out combining, in each session, a conceptual/theoretical aspect, and an applied aspect, in theoretical-practical classes.
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 Assignment (TG): consists of a presentation to be carried out as specified. The groups will consist of 4/5 elements.
The TG Assignment must be delivered on the 26-27th 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 26-27
The final MLSS score will be composed as follows:
Final grade = 0.30 * TG + 0.70 * Test (or Exam)
The test will be on 9th June 2022.
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 of continuous improvement in organizations
- Main Corporate Strategies for Continuous Improvement: Lean Management and Lean Thinking
- Continuous Improvement (KAIZEN), concept of Gemba and Gemba Walk
- MUDA and KAIZEN concepts and Lean Management and Lean Manufacturing fundamental measures
- PDCA and DMAIC development cycles
2. Study of Lean Management and Lean Manufacturing Tools
- Value Stream Mapping (VSM)
- A3 Tool
- Single-Minute Exchange of Dies (SMED)
- Kanban Systems
- 5S Tool
- Andon/Jidoka/Poka Yoke/Heijunka
- Mizusumashi & Yamazumi
- Spaghetti diagram, 5W, 5W2H, 8D
3. Characterization of Lean Management Assessment Metrics
- Takt Time (TT) or Beat Time
- Lead time (L/T), Cycle time (C/T), Changeover Time (C/O) and Uptime
- Overall Equipment Effectiveness (OEE)
- Value Add, Non-Value Add and Waste
4. Lean Management Methods and Concepts
- Toyota Kata (Creating behavior routines for continuous improvement)
- Hoshin Kanri (7 steps of strategic planning)
- Nemawashi (Informal process of laying the foundations for change)
- Genchi Genbutsu (Constant encouragement to go there and see for yourself)
- Kamishibai (A method of process confirmation)
5. Study and Analysis of Real Cases
Programs where the course is taught: