MEEM 5990 - Lean Manufacturing
T, R 11:35 – 12:50, MEEM 111
Instructor: Dr. John Gershenson
Office: 936 RL Smith
Department of Mechanical Engineering
Michigan Technological University
Houghton, MI 49931
Phone: (906) 487-2047
E-mail: jkgershe@mtu.edu
Web page: http://www.me.mtu.edu/~jkgershe/lel/classes/5990/5990.html
Pre-requisite: Graduate standing, distance enrollment, or permission of instructor.
Description: Lean manufacturing is emerging globally as a paradigm by which business units must
function to be globally competitive. Quality, cost, and delivery have become critical measures that
directly affect profits and in turn the success of an organization. Significant improvements in all of these
three measures come from a continuous elimination of waste, or non-value added activities, in
manufacturing. Numerous tools are available for the elimination of waste and making businesses “lean.”
This course will familiarize students with this philosophy of lean manufacturing and arm them with a
basic toolset that enables the identification, measurement, and elimination of non-value added activities
in a manufacturing setting. Because the class is being taught via distance learning this year, there will be
no field trips, but there is an available laboratory for an extra one credit.
Objectives:
 Learn core elements of Toyota Production System or Lean Manufacturing
 Learn various tools and methods used to eliminate waste in manufacturing processes
 Be able to assess a given situation and identify opportunities for improvement and implement tools to
eliminate muda
Texts:
Suzaki, K. (1987), The New Manufacturing Challenge: Techniques for Continuous Improvement, The
Free Press, New York
Womack, J.P., D.T. Jones, and D. Roos (1990), The Machine That Changed the World, McMillan
International, New York.
These texts are not required and assignments will NOT be made from them. However, I STRONGLY
suggest that students read and digest these two texts during the semester. In addition, the class notes
and readings from various sources and texts will be required for understanding the concepts. In-class
activities will help tremendously in applying the tools. Class notes and readings are posted on the
website and students should read the readings prior to class to be able to participate in in-class
discussions.
Additional Referances:
Kenichi, S., and A. Keisuke (1992), Kaizen for quick changeover: Going beyond SMED, Productivity
Press, Portland.
Liker, J.K. (1998), Becoming Lean, Productivity Press, Portland, Oregon.
Rother, M. and J. Shook (1999), Learning to See: Value Stream Mapping to Add Value and Eliminate
Muda, Lean Enterprise Institute.
Shingo, S. (1983), Shigeo Shingo A Revolution in Manufacturing: The SMED System, Productivity
Press, Portland, Oregon.
Womack, J.P. and D.T. Jones (1996), Lean Thinking, Simon and Schuster, New York.
Harvard Business Review, International Journal of Operations & Production Management, International
Journal of Production Research, Quality Progress.
Class Preparation: Students will be expected to prepare all reading and written assignments before class.
Reading assignments are shown on the syllabus and material is on the website
(http://www.me.mtu.edu/~jkgershe/5990/5990.html). Class notes will be available electronically by
9AM class day. On campus students will often be called upon to help convey the material based upon
the readings.
Project: As a project, the entire class will participate in a simulation of mass production facility on the
first day. Participants will then individually assess the current situation of the scenario and identify
opportunities for improvement. Improvement opportunities should demonstrate the elimination of nonvalue added activities in the system or process. These can be, but are not restricted to, improving
material flows, improving information flows, streamlining operations, etc. Individuals will then select
tools to eliminate non-value added activities. Based on individual ideas, the class will then
collaboratively decide on an improvement plan for the simulation. The project will be graded based on
creativity of ideas and their impact on the improvement of the system. A formal report by each
participant is required as their deliverable towards project grade.
Course Topics:
- Pokayoke
 Overview of lean manufacturing
- Single Minute Exchange of Die
- History of Toyota Production System
- Standard operating procedures
- Types of manufacturing systems
- Pull systems and kanban
- Overview of Toyota Production System
- Layout problems
- What is waste
- Theory of constraints
- Types of waste
- Load leveling (Heijunka)
- Basic principles of lean
- Cell design
- Push versus pull with simulation
- Problem solving tools
- Benefits
- SPC and variability measures
- JIT systems
- Material handling practices
- Built in quality
- ABC methods
- Standardized processes
- Total Preventive Maintenance
- Supplier involvement
- Supply chain management
- Concepts of takt time, cycle time, WIP
buffers, Little’s law, throughput
 Leadership and change management
- Approaches (Green field and brown field
- Issues in implementation
approach, mass manufacturing and job
- People issues
shop).
- Tools to manage change
- Examples
 Evaluation systems
- Implementation issues
- Types of assessment systems
 Tools and methods of lean manufacturing
- Benchmarking
- Value stream mapping
- ISO
- Kaizen
- Malcolm Baldridge award
- 5S and Visual controls
- Shingo Prize for lean manufacturing
Grading: The goal of the course is to instill these elements of the above objective by the time the course
ends. It is therefore not important that the elements are learned at the pace of the lectures. In addition,
YOU are responsible for learning the material if you do not "get" something you are strongly encouraged
to work with the instructor and your classmates to learn the material.
Project: 80% (30% midterm, 50% final) – this will be 100% of the distance learning grade
Participation: 20% (assignments done when called upon, three noteworthy class discussions, and
vocally volunteering in half of the classes). I consider this a very important part of the learning
process. Participation is very different from attendance – full participation is required, full
attendance is not. You are partly responsible for teaching this class!
MEEM 5990 - Lean Manufacturing
T, R 11:35 – 12:50, MEEM 111
Instructor: Dr. John Gershenson
Office: 936 RL Smith
Department of Mechanical Engineering
Michigan Technological University
Houghton, MI 49931
Phone: (906) 487-2047
E-mail: jkgershe@mtu.edu
Web page: http://www.me.mtu.edu/~jkgershe/5990/5990.html
Date
01/10/04
01/12/04
01/17/04
01/19/04
01/24/04
01/26/04
01/31/04
02/02/04
02/07/04
02/09/04
02/14/04
02/16/04
02/21/04
02/23/04
02/28/04
03/02/04
03/07/04 & 03/09/04
03/14/04
03/16/04
03/21/04
03/23/04
03/28/04
03/30/04
04/04/04
04/06/04
04/11/04
04/13/04
04/18/04
04/20/04
04/25/04
Topic
Starship factory simulation
Introduction
5S and Visual Control
5S Activity
5S Activity continued
Value stream mapping I
Value stream mapping II
Value stream mapping
Theory of constraints
Winter Carnival
Standardized work
Standardized work
Pokayoke/ Midterm handout
SPC, six sigma, and problem solving
Load leveling / Hoshin kanri
Cellular layout
Spring break
Just in time / Flow, Midterm due (Through load leveling)
Just in time / Flow,
Pull / Kanban
Pull simulation*
SMED
Total productive maintenance
Total productive maintenance
Supply chain management
Lean assessment*
People and managing change*
Kaizen
Kaizen event - Starship factory simulation ideas and implementation
Starship factory simulation / Finals due
Lectures marked will be delivered as time constraints permit. Schedule is subject to change.