Learning ObjectivesPresent an overview of lean manufacturing concepts Introduce methods and tools designed to put these concepts to work in a manufacturing environmentThis course will discuss the basic principles of:Lean ValueThe technical value streamFlowPull, and PerfectionCompare and contrast lean with the Theory of Constraints and Quick Response Manufacturing

Background and PurposeValue is a key attribute of the technical professional is his/her emphasis on and interest in professional values and goals rather than those of an organization. Lean thinking principles are emerging as a method to improve the flexibility, reliability, and profitability of enterprises worldwide. Lean thinking is being used to reduce setup times, lot sizes, and inventories. Lean is all about removing waste in the enterprise. In time as well as cost. As enterprises have reduced costs and improved quality, the primary competitive measure is the ability to respond to the customer

Required TextbooksLean Thinking :Banish Waste and Create Wealth in Your Corporation Womack, James P. and Jones, Daniel T. (2003)New York: Simon & SchusterISBN: 0-7432-4927-5

Learning to See Version 1.3Rother, Mike Shook, John Womack, James and Jones, Dan. (1999) Lean Enterprises Inst Inc. ISBN: 0966784308

Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series). Productivity Press; 1st edition (1999)Productivity Development TeamISBN: 156327213X

Textbook 1Lean Thinking :Banish Waste and Create Wealth in Your Corporation HardcoverList Price: $30.00ISBN: 0-7432-4927-5

Textbook 2Learning to See Version 1.3Spiral-bound paperbackList Price: $50.00ISBN: 0966784308

Textbook 3Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series) PaperbackList Price: $25.00ISBN: 156327213X

My Contact InfoDavid Shternberg

E-mail Address (use all three)CSUN - david.shternberg@csun.eduHome ds823@aol.com

Phone NumbersCell 818-599-9944

Office Hours 6:00-7:00PM ThursdaysJD 3310By Appointment Only

My Work ExperienceIsraeli Air Force F-16 Mechanic 1980-1981F-16 Mechanical Systems Instructor 1981-1984Israeli Aircraft Industries 1984-1986Ground test inspectorCRANE Hydro-Aire, Burbank CA 1986-2003Mfg Engineer, Producibility Mgr, Lean & Cont Improvement MgrEaton Aerospace, Los Angeles Jan-2004 - July 2005Manufacturing ManagerMfg Eng & Fabrication Focus Factory ManagerManufacturing and Sustaining Engineering ManagerMaintco Corporation, Burbank, Aug-2005 July 2006General ManagerEaton Aerospace, Los Angeles July-2006 Jan 2011Manufacturing Engineering ManagerSupply Chain ManagerOpEx ManagerMeggitt Control Systems, N. Hollywood Jan 2011 PresentDirector of Operational Excellence

My Academic RecordsHoltz Academy of Aviation Technology, Tel-Aviv, Israel 1975-1980Certified Aircraft TechnicianAssociate Engineer

Santa Monica College 1989-1993AA Degree

California State University, Northridge 1994-1999BS Mfg Systems Engineering

California State University, Northridge 2001-2003MS Mfg Systems Engineering & Management

Part-time MSEM faculty member since Jan 2004

Class MaterialWebsite URLhttp://www.csun.edu/~shternberg/mse507.htmMSE507 Course PageLogin: shternbergPassword: mse507Class SyllabusPowerPoint PresentationsSchedule of classesMy E-mail and phone numbers

Reading AssignmentsEssential for interaction and understandingRead assigned chapter prior to classPrepare to discuss issues/questionsPreparation will make the course more interestingPop-quiz may be given

Course Performance Evaluation Structure

25 %Mid-Term25 %Final Exam 35 % Team Research Project 5 %Attendance and professionalism10 %Participation and active learning (based in part on Partnership Peer Review Reports)

Letter-Grade ScalePlus/Minus will be used

ScoreGradeScoreGrade90-100A70-74C88-89A-68-69C-85-87B+60-67D80-84B58-59D-78-79B-0-57F75-77C+

Student Roles & ResponsibilitiesAttend class sessions and to be promptBe a team player Submit original work onlyI was a student tooBe considerate and respectful of one anotherGet the job done right and on timeBudgeting 5-6 hours per week for this course, in addition to class attendance, is not unreasonable

Course Overview

MudaMuda means wasteAny human activity which absorbs resources but creates no valueMistakes which require rectificationProduction of items no one wants so inventories and remaindered goods pile upProcessing steps which arent actually neededMovement of employees and transport of goods from one place to another without any purposeGroups of people in a downstream activity standing around waiting because an upstream activity has not delivered on timeGoods and services which dont meet the needs of the customer

Lean ThinkingPowerful antidote to mudaProvides a way to specify valueLine up value-creating actions in the best sequenceConduct these activities without interruption whenever someone requests themPerform them more and more effectivelyLean thinking is lean because it provides a way to do more and more with less and lessLess human effortLess equipmentLess timeLess spaceComing closer and closer to providing customers with exactly what they want

Lean ThinkingMake work more satisfying by providing immediate feedback on efforts to convert muda into valueCreate new work rather than simply destroying jobs in the name of efficiencyLean thinking steps:Precisely specify valueFully map the value stream for a specific product, and eliminate wasteful steps Make the remaining, value-creating steps flow continuouslyRequire complete rearrangement of your mental furnitureLet the customer Pull the product from you as neededContinuously improve to reach perfection

Step 1 - Specify ValueThe critical starting point for lean thinkingValue can only be defined by the ultimate customerOnly meaningful when expressed in terms of a specific product (a good or a service, and often both) which meets the customers needs at a specific price at a specific time.Value is created by the producerFrom the customers standpoint, this is why the producers existLean thinking must start with an attempt to precisely define value in terms of specific products with specific capabilities offered at specific prices through a dialog with specific customersProviding the wrong good or service the right way is muda

Step 2 - Identify the Value StreamThe value stream is the set of all specific actions required to bring a specific product (goods, services, or both)Through the three critical management tasks of any business:Problem solving task from concept through detailed design and engineering to production launchInformation management task from order taking through detailed scheduling to deliveryPhysical transformation task from raw materials to a finished product in the hands of the customerIdentifying the entire value stream for each product (or product family) is the next step in lean thinking

Step 2 - Identify the Value Stream (cont.)Value stream analysis will almost always show the three types of actions are occurring along the value stream:Unambiguously create valueCreate no value but necessary with current technologies and assets (type One muda)Create no value and could be removed (type Two muda)Lean enterprise a continuing conference of all concerned parties to create a channel for the entire value stream, removing all the muda

FlowMake the remaining, value-creating steps of the process flowRedefine the work of functions, departments, and firms Create single piece flow instead of batch processingEnsure positive contribution to value creationSpeak to the real needs of employees at every point along the stream so it is actually in their interest to make value flow

PullLet the customer pull the product from you as needed rather than pushing products, often unwanted, onto the customerThe demands of the customer become more stable when they know then can get what they want right away Pull system is more responsive to changes then push systems

PerfectionThere is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is ever more nearly what the customer wants

Lean Manufacturing CycleStep 5 CONTINUOUSLY IMPROVEGetting value to flow faster always exposes hidden muda in the value stream. The harder you pull, the more the impediments to flow are revealed so they can be removed.

Homework AssignmentLean Thinking Chapter 1 Value Pages 29-36Question: What do customers consider as value? Give examplesExplain why we need to define what value is before we start any performance improvement.

Questions? Comments?

Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*Why Systems Engineering?

An example of a failed system is the failure of the Mars Climate Explorer, which was lost in space in September of 1999. The 'root cause' of the loss of the spacecraft was the failed translation of English units into metric units in a segment of ground-based, navigation-related mission software. Prof. David ShternbergMSE507 Lean Manufacturing California State University, Northridge*