Lean/Six Sigma Processes
Course facts
- Payment: Free, no certificate
- Credits: Non Credit
- Learning style: Self-paced, start anytime
- Resources: Activity Assignments; Lecture Notes; Presentation Assignments; Written Assignments
MIT OpenCourseWare details
- As taught in: Summer 2004
- Department: Engineering Systems Division
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Lean/Six Sigma principles and practice: waste, variation, value streams, flow, pull, kanban and change management across the enterprise.
Lean and Six Sigma promise less waste and less variation, but making them work takes changes to people and organizations as well as processes. This course builds a broad understanding of Lean/Six Sigma principles and practices, the capability to implement them in manufacturing operations, and awareness of them at the enterprise level. It is organized in five parts that move from stable work systems toward customer pull and the whole enterprise, with lessons in a common single-point lesson format, some developed by student teams.
What You Will Achieve
- Explain Lean thinking, the seven wastes and value stream mapping
- Apply Six Sigma principles of variance reduction and measurement
- Design flow and pull systems with takt time, kanban and product leveling
- Plan the change from pre-stability to an aligned Lean enterprise
Program Overview
Foundations and Stability
Lean thinking, Six Sigma and stable work systems.
- Lean thinking, the seven wastes and 5S
- Value stream maps and continuous improvement
- Six Sigma principles and variance reduction
- Team-based work systems and stakeholder alignment
Flow
Moving materials and information smoothly.
- Takt time, cycle time and continuous flow
- Kanban and supply chain sequencing
- Kaizen-teian improvement systems and hoshin planning
- Design for manufacture and performance metrics
Pull and Enterprise
Customer pull and the whole enterprise.
- Customer pull systems in the auto industry
- Forecast push, customer pull and hybrid models
- Low-volume, high-complexity aerospace
- Lean enterprise alignment
Course Completion
Job Outlook
These methods are used in operations and manufacturing management, continuous improvement roles, supply chain and quality engineering.
Good for: Engineers and managers who want to implement Lean and Six Sigma beyond the tools, including the organizational change.
Keep in mind: A summer 2004 course with lecture notes and assignment briefs, and its industry cases date from then.
Bottom line: Lean and Six Sigma taught as a system of people, processes and enterprise, not just a toolkit.
Frequently Asked Questions
What is a single-point lesson?
The common format all course materials are organized around; some lessons came from the instructor and guests, and some were developed and delivered by student teams.
Which industries are discussed?
The auto industry, including the three-day car, aerospace and low-volume defense aerospace, customer support operations, and engineering design and service operations.
Does it cover the people side of change?
Yes. Sessions treat stakeholders, top-down and bottom-up change, opposition to Lean/Six Sigma, front-line leadership and the social infrastructure that change needs.
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