2010 LEC Proceedings

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Applying Lean Thinking to Search Engine Content Applying Lean Thinking to Search Engine Content

Date added: 09/09/2010
Filesize: 1.52 MB

Daniel Ireland | Julie Vittengl
GlobalSpec

In this presentation, we will show how Lean can be applied to an information-creation environment at a search engine company. GlobalSpec is a specialized vertical search, information services and e-publishing company that serves manufacturing and technical markets. Applying Lean to an "information factory" such as GlobalSpec provides its own unique challenges, as Lean has been applied traditionally to manufacturing environments. Although newer applications for Lean, such as in the health care and the financial services sector, provide a company like GlobalSpec with some examples to follow, each organization must forge its own path. We want to share our experience with others who are in similar situations.    GlobalSpec faces unique challenges in applying Lean to information processing and has also addressed Lean training challenges with its non-traditional workforce. GlobalSpec's content creation department is a mixture of temporary part-time workers and long-term full-time workers. GlobalSpec has a deeply-rooted culture of continuous improvement, but has only recently begun a concentrated effort to train every employee in the basics of Lean. Over the past two years, we have developed a curriculum to introduce new employees to Lean. Our goal is to quickly get them to use Lean techniques and get involved in Lean projects, while at the same time keeping our long-term employees engaged.    Current efforts to standardize our hiring, orientation, and continuous-training processes are ongoing. Going forward, GlobalSpec may have unique opportunities to select and develop employees prior to the hiring process. GlobalSpec primarily meets its staffing requirements through recruiting efforts at two local universities. In the future, we hope to work with these universities to convey the importance of introducing Lean to their curriculums. This will benefit GlobalSpec as an employer and direct consumer of these universities, and will also provide students with Lean fundamentals that can be carried to other employers.

Change Facilitation Techniques Change Facilitation Techniques

Date added: 10/25/2010
Filesize: 5.12 MB

Leaders: Kyle B. Stone, PhDc: Greg Harris, PhD

This workshop is designed for instructors, trainers, or practitioners involved in facilitating change.  The first step in managing the change process is understanding the reactions to change, barriers to change, and the dynamics involved as people move through the change curve. Being able to anticipate and guide others through the four steps of change will increase the readiness for those participating in change initiatives and contribute to successful outcomes. Participants will receive helpful resources easily integrated into existing curriculum or directly in the workplace and learn activities to help facilitate small group activities such as Kaizen events.

After this workshop, attendees with be able to:

  • Identify the four steps of the Change Curve.
  • Identify barriers to change at the individual, group, and organizational levels.
  • Identify resistance strategies employed by those impacted by change.
  • Apply change facilitation techniques to help increase participants capacity for change.
  • Integrate change facilitation techniques into lean curriculum and practitioners skill sets.

Kyle B. Stone:

Kyle is an instructor for Colorado State University and has been working in the North American manufacturing industry since 1990. He spent six years working in the auto industry as an engineer designing, installing, and commissioning precision air systems used throughout the automotive plants for Ford, GM, and Chrysler in the U.S. and Canada. He has also spent a considerable amount of time working in the chemical, pulp and paper, and healthcare industries on compressed air quality and process improvement initiatives as well. In the mid-1990s, he started working for Altec Industries, the leading manufacturer of Aerial Truck Equipment, and held positions related to process improvement, manufacturing engineering, materials, plant design and construction, plant start-up, acquisitions, and operations management.

Kyle holds a Bachelor of Science in Industrial Arts and Technology from Central Missouri State University and a Master of Education in Adult Education and Training from Colorado State University. He is a Ph.D. candidate in Organizational Performance and Change from Colorado State University. His research interests are in the area of Lean Thinking, Process Improvement, Organizational Development, Human Resource Development, Leadership, and Theory Building.

Greg Harris:

Combining Lean Six Sigma with Organizational Development For High Impact at Thomson Reuters Combining Lean Six Sigma with Organizational Development For High Impact at Thomson Reuters

Date added: 09/09/2010
Filesize: 1.71 MB

Kevin Anderson
Thomson Reuters Organizational Development

Topic: Change Facilitation and the Soft Skills of Lean

Explore how you can combine lean methods, with softer Organizational Development approaches, in order to have a high impact on performance.  We will explore tools including group facilitation, interviews, best practice research, customer quantitative surveys, etc. This interactive session will involve the presentation of case studies where these methods have been successfully employed in business and industry, followed by further exploration of these methods by the participants.  The case studies will include useful lessons from the following business experiences and discussion of how these efforts can be translated into classroom learnings:

  • Design and facilitate OD process improvement projects resulting in a Finance group experiencing significant ROI, a new acquisition forging synergies across the company and a Recruiting group gaining 35% more time for productive tasks  
  • Lead TR businesses global Lean Six Sigma design and implementation; Drive 50+ Green Belt projects in North America, Europe and India. Impact: More efficient and effective operations, processes, culture etc.    
  • Drive global OD Projects including New Product Development (NPD) project to build global agility. Impact: Creation of a new global NPD model with ability to execute on a global scale, Expand to Europe.    

Our session objectives include:    

  • Highlight OD soft approaches  - Objectives, Steps and Methods    
  • Review and Discuss Case Studies Where Tools Have Been Successfully Employed    
  • Learn About Application and Importance of Using Multiple Methods    Presenter: Dr. Kevin Anderson, Thomson Reuters,   Director, Organizational Development     
  • Thomson Reuters is the world’s leading source of intelligent information solutions for business and professionals; operating in 93 countries with 50,000+ employees.

Comparing Lean Learning Across Universities: What Influences Outcomes? Comparing Lean Learning Across Universities: What Influences Outcomes?

Date added: 09/10/2010
Filesize: 687.68 kB

Sharon Johnson
Worcester Polytechnic Institute

Topic: Barriers and Opportunities to Lean Education

Lean thinking is being used to guide process design in many types of organizations, and one challenge in operations management, industrial engineering, and other degree programs is to provide a foundation in lean learning that students can then apply to improve real processes. Physical simulations and other hands-on activities are often used to teach the fundamentals of lean. In this project, we explore student learning outcomes related to lean across a variety of university settings. In each of these settings, faculty are using a simulation called Time Wise, developed by Time Wise Management Systems, as a cornerstone to teaching lean. In the Time Wise simulation, participants assemble clocks using a multi-stage process, working through several rounds to make process improvements and improve performance based on lean principles. In this presentation, we will explore the use of the simulation combined with ot! her activities for different types of courses, including introductory engineering and operations management courses, as well as senior level courses focused on lean manufacturing and process design. Our results will explore what students have learned, considering the time dedicated in the course to teaching lean, student major, and the experience of the students prior to taking the course. Comparing across schools and settings, we will also explore barriers and enablers to teaching lean from a faculty perspective.

Cultural and Habitual Features and the Implementation of Lean Principles in Companies: Mapping Out t Cultural and Habitual Features and the Implementation of Lean Principles in Companies: Mapping Out t

Date added: 09/09/2010
Filesize: 73.05 kB

Kadri Kristjuhan
Tallinn University of Technology

Topic: Change Facilitation and the Soft Skills of Lean

While companies and organizations all over the world have been trying to implement lean principles, as first comparably described by Womack, Jones and Roos (1990)(1), for the last three decades, proportionately very few of these outside of Japan have been sustainably successful. While undoubtedly there can be many reasons why an improvement program might not be successful in a company, the author has focused on studying one of the potential factors: culture. Can it be that for some cultural groupings the lean principles and the requirements associated with these are more agreeable while others might find them rough? How significant are the differences, if any, between the expected cultural assumptions and the actual assumptions? And last, the most tempting question: is lean Japanese? The author will start with investigating ethnic cultural aspects in terms of lean implementations. The first paper will round up prior research into the area and attempt to map out a most suitable approach for proceeding with the studies.

(1) Womack, J. P., Jones, D. T., & Roos, D. (1990). The Machine That Changed the World. New York: Simon & Schuster Inc.

Engaging Students in Kaizen Events Engaging Students in Kaizen Events

Date added: 09/09/2010
Filesize: 6.12 MB

Leonard Pavia
Utah Valley University

Topic: Minding the Gap: from classroom and application of Lean

You can only do so much “learning by doing” in a class room. To really prepare a student in the art of lean they have to experience it in the real working world. I believe this the best way to fill the gap from the class room theory, games and simulations to the application of lean in a manufacturing company, office setting or service organization.  My paper will show how I have accomplished this with my lean management class here at Utah Valley University. The paper and presentation will cover the topics of:

  • Selecting the company and making the first contact
  • Selecting the kaizen project and ensuring that it is doable within the semester time frame and that it is beneficial to the students and meets the objectives you have established
  • Preparing the student teams
  • Monitoring the projects throughout their duration
  • Preparing the student teams for their final A-3 report to the class and the company management
  • Reviewing lessons learned
  • Example of some successful and not so successful events

The paper will also cover some of the problems encountered and how to work around them. Over the past two years that we have been engaging the students in these Kaizen learning experiences outside of the class room we have saved the companies thousands of dollars and are enthusiastically received for return events.  It is definitely a win – win situation for all involved.

Industry Training Best Practices and Common Threads: How can Academia Contribute? Industry Training Best Practices and Common Threads: How can Academia Contribute?

Date added: 09/09/2010
Filesize: 2.06 MB

Hugh McManus
MIT EdNet

Topic: Lean or Six Sigma Continuous Improvement Educational Programs and Courses

Learn about the outcomes from a special education working group of LAI industry members. Several representatives from companies (including Boeing, Rayheon, Northrop Grumman and more) met to discuss their internal training programs. Each company shared details about their lean training courses and certification programs and challenges. Discussions included company initiatives that enable lean knowledge transfer while balancing trade-offs between rigorous certification programs and timely implementation of practices. Companies shared concerns such as maintaining standards without the certifying experts to lead everything! This working group analyzed and determined common threads and best practices among their programs. The question of using university programs also came up. Join this session to learn about the outcomes from this historic event.


Leading Lean Learning In Education Leading Lean Learning In Education

Date added: 09/09/2010
Filesize: 8.41 MB

James Bond | Erik Hager
Waterloo Region District School Board & Lean Productivity Systems Inc.

Topic: Barriers and Opportunities to Lean Education | Scholar and Practitioner experiences with Lean | Application of Lean Ideas to Education Processes

Leading Lean Learning In Education  James Bond, Principal, Park Manor Senior Public School, Elmira, Ontario Leading Lean Learning In Education integrates the philosophies and practices of the Toyota Production System (TPS) with best practices in education improving learning for all students.  The author worked at Toyota Motor Manufacturing Canada for over three years both as a welding team member and as a Quality Control Engineering Specialist during pilot and production phases.  He has also worked in public education for over eleven years in several schools from kindergarten to grade 12.  As a teacher, department head and vice principal, he used TPS skills in a less intentional manner.  However, as a Principal, he is integrating the TPS practices more overtly and is noticing improvements in school culture, innovation, professional development and pursuit of excellence based on the Gemba.  The challenge of implementation lies in connecting best practices in education to parallel TPS philosophies and practices.  However, there are many examples in education where TPS practices are known by a different name or not present at all.  As well, almost all TPS philosophies and practices can be used in the classroom, school community, department and the system level to improve learning for all students (Gemba). The first part of the presentation will discuss the alignment of the TPS and best practices in education such as; differentiated instruction, gradual release of responsibility, walkthroughs, the Provincial Leadership Framework, and other examples.  Secondly, additional TPS philosophies and practices that will benefit the Gemba will be presented such as; A3 report writing, the thinking way, value stream mapping, and kaizen circles to name a few.  Finally, the implementation strategies of Leading Lean Learning In Education will be shared along with several examples and observations to allow educational leaders to begin and sustain effective integration and improve learning for all students.

Lean Enablers for Systems Engineering Lean Enablers for Systems Engineering

Date added: 09/10/2010
Filesize: 1.71 MB

Earll Murman | Bo Oppenheim | Deb Secor
Lean Systems Engineering Working Group MIT

The College of Business at the University of South Florida has developed an innovative graduate course in Lean Management, exposing students to the fundamentals of Lean. Six Sigma and Business Process Improvement are also discussed. This intensive one-week course immerses students in the Lean philosophy and clearly demonstrates the improvements which can be realized through its application. Roughly 250 graduate students have now taken this course, representing MBA and other degree programs at USF. The course is team taught by faculty from USF’s Colleges of Business and Engineering. A mix of pedagogical techniques are used, including lecture, interactive group exercises, guest speakers, plant tours, and process simulations. The course begins by showing fundamental Lean tools and the benefits of process improvement using an extensive simulation exercise. Students are presented with a process in dire need of improvement and then learn Lean basics by undertaking that improvement. As the course progresses Six Sigma is introduced and the two philosophies are compared and contrasted. External tours and outside speakers are used to show Lean in action with practitioners sharing how Lean has brought about improvements to their processes. Here varied industries are represented such as beverage bottling, optical manufacture, health care, mining and refining, and financial services. Evaluation of learning is done through case assignments in which students construct value stream maps and recommend process improvement strategies. The course has been a success at the University of South Florida and is offered twice a year, typically reaching its maximum enrollment. An experimental course till now, we are in the process of making it a permanent part of our graduate curriculum. At the Lean Educator Conference we wish to share our experiences in teaching Lean at the graduate level and learn of similar endeavors at Universities.

Making Accounting Relevant In Lean Environments Making Accounting Relevant In Lean Environments

Date added: 09/09/2010
Filesize: 216.75 kB

Dr. Rosemary Fullerton | Utah State University
Dr. Frances Kennedy | Clemson University

Topic: Change Facilitation and the Soft Skills of Lean

Firms in Lean manufacturing environments need access to information that is relevant, transparent, and comprehensible to all decision makers. Yet, for most firms, their lean results continue to hide behind the mask of traditional management accounting practices. In this presentation, we will show how critical it is for management accountants to participate as strategic partners in their firms operations and Lean their accounting systems. We will provide information and insight about the following:

(1) why standard costing and variance analysis distort the real benefits from implementing lean, waste valuable time and resources, and are unnecessary;
(2) how to empower finance employees with lean tools and include them as strategic partners in leaning operations;
(3) how to revitalize financial information with performance measures that are aligned with continuous improvement initiatives and report the real story of lean successes; and
(4) how to clarify decision making wit! h value-stream costing and simplified, plain English financial statements.

There is a paucity of educational materials available related to Lean accounting. Beyond describing Lean accounting, we will discuss personal classroom experiences we have had teaching this material and provide resources for gaining a deeper understanding of lean accountings meaning and applications. We feel it is important for educators to learn how firms operating in lean environments are starting to change their accounting systems to support their lean operations. Students need to be educated that accountants can and should be Lean, too!

Open Forum as an Active Learning Method for Teaching Lean Construction Open Forum as an Active Learning Method for Teaching Lean Construction

Date added: 09/09/2010
Filesize: 280.75 kB

Farook R. Hamzeh, Ph.D. | Francois G. Jacobs
Colorado State University

Topic: Assessment of Student Learning and Pedagogical approaches

While many organizations claim substantial productivity and profit gains in construction due to the utilization of lean production principles, teaching these lean construction principles in a class room setting is a challenge based on the unique operating platform in construction as well as limited access to textbooks contoured to pedagogy in lean construction.   The application of lean principals in construction results in many benefits including: better value, higher quality, higher revenue, stable employment and faster response to industry conditions. For these reasons, faculty in construction management programs has a responsibility to teach lean principals to student populations before they enter the workforce.   The Construction Management Department at Colorado State University embarked on a lean journey by incorporating lean into construction education. It is known that the implementation of lean in construction varies from project to project based on on-site production, production system design, complexity, and uncertainty. These variations urge construction educators to go beyond teaching a single model of lean, and call for a broader multiplicity on lean teaching allowing students to learn from the overarching theoretical framework that constitutes lean in construction.   This paper reports on an open classroom forum teaching method where students interactively share ideas and actively learn from class discussions, case studies and required readings. At the beginning of class, each student presents two thought provoking questions based on the required readings for that day. The class is organized into a discussion panel where each student answers two questions formulated by another student. If the answers are incomprehensive, other students join the discussion until the questions are fully answered. The instructor’s role is to facilitate discussion and intervene when questions are not fully answered. The success behind this pedagogical approach largely depends on student engagement and commentary.  The research procedures used in this paper include ethnography, action research, and a survey. The class instructor/first author is running this experimental method, collecting data, analyzing the findings, and introducing improvements. The second author, who is auditing the class, provides insider insights on the teaching method, student morale, and class environment. In addition, the authors are administering a class survey at the beginning of instruction and the end of the course to evaluate this open forum teaching method.    The purpose of employing this method is to lay the foundation of a new pedagogy in teaching lean construction. Through this teaching method we hope to create a community of inquiry and learning among students. It is expected that this teaching method will facilitate lean understanding among construction students while at the same time prepare students to enter the workforce with a solid theoretical understanding of lean and its transferability to the construction operating platform.

Operational Excellence at Tecnológico de Monterrey Campus Querétaro Operational Excellence at Tecnológico de Monterrey Campus Querétaro

Date added: 09/09/2010
Filesize: 2.68 MB

Falcon Villa | Luz Maria Mureddu Gonzalez | PhD. Roberto de Holanda
Tecnologico de Monterrey Campus Queretaro

Topic: Lean or Six Sigma Continuous Improvement Educational Programs and Courses | Application of Lean Ideas to Education Processes

The purpose of this case study is to present how the lean philosophy has been implemented at Tecnologico de Monterrey Campus Queretaro, a private university in Mexico, to generate a continuous improvement culture among their students, teachers and staff by applying lean ideas to Education and Administrative processes and having special lean Academic Programs and other activities to enhance it.  There have been training sessions for the Directors and employees where the lean principles, systems, and tools have been taught; tools such as 5S’s, visual management, flow diagram, and VSM have been implemented. One of the first important results of implementing 5S’s is the recycling of 7 tons of paper from unused files.   As a first approach many kaizen events were organized on Payments, Requisitions, Admissions and Graduation processes, whose results are: reduction in the number of steps and formats used, elimination of waiting time, reduction of the total lead-time, a Flawless Graduation Ceremony, and the most important to deliver a better service to our students.   The Engineering Academic Programs include lean minor for engineering students and lean projects in which the students, aside from their classes, have the opportunity to make a lean project in the major companies of the state (Bombardier, Guardian, Autoliv, Kellogg’s, MARS, Nestle, SAFRAN). All the new undergraduate students are required to take a lean class at the beginning of their studies so they are immersed into the lean philosophy. There are also lean workshops for future students.  We administrate the Shingo Prize Mexico office. This allowed us to bring some Lean Leaders as Masaaki Imai, Jefrey Liker & Peter Ward, to share knowledge to our community.   Our students, teachers and employees are living a lean culture based on principles that positively impacts our community.

Opportunities and Challenges in the Formal Graduate Education and Use of Lean Principles in the USAF Opportunities and Challenges in the Formal Graduate Education and Use of Lean Principles in the USAF

Date added: 09/09/2010
Filesize: 97.72 kB

J. Robert Wirthlin, PhD, Lt Col, USAF
Air Force Institute of Technology

Topic: Barriers and Opportunities to Lean Education | Scholar and Practitioner experiences with Lean | Application of Lean Ideas to Education Processes

This paper and presentation will discuss some anecdotal evidence regarding the implementation of Lean principles within the US Air Force and its use in the graduate level education of AF personnel.    The USAF is currently in the midst of a long-term transformation effort called AFSO21.  It incorporates all of the various change and improvement philosophies under a single umbrella with a charge to choose the best method or technique for the appropriate situation.  Lean is one of the many ideas incorporated into AFSO21.  Among the tasks of AFSO21, the USAF currently is in the process of developing in-house lean six-sigma experts that can be called upon when needed to lead, direct or facilitate transformation efforts.  These personnel are trained and use the industry accepted “belt” designations for certification.  Information will be presented and discussed highlighting the types of material presented at the graduate level by USAF schools to incorporate Lean thinking and principles.  Despite the larger effort across the AF, there remain some challenges incorporating lean thinking beyond traditional factory floor implementations to use in academic engineering instruction.  Currently, few of the engineering academic disciplines at AFIT make room for Lean discussions.  Whether or not introducing Lean in management-type or “softer” science courses is the most appropriate place to do in USAF graduate education will be discussed.  An overview of those programs which address Lean topics in their curriculum, where they address the topic and the degree of lean and depth of principles covered by these programs will also be discussed.  The author believes an opportunity exists to propel the quality of these academic programs forward by incorporating lean principles throughout the curriculums of engineering degree programs which historically have not “tuned in” to lean concepts/ideas.

Process Excellence: A New Specialization for MBA Students Process Excellence: A New Specialization for MBA Students

Date added: 09/10/2010
Filesize: 4.16 MB

Barrett W. Thomas
Department of Management Sciences, Tippie College of Business, University of Iowa

Topic: Lean or Six Sigma Continuous Improvement Educational Programs and Courses

This talk will discuss Process Excellece (PE) track, one of the areas of specialization available to fulltime MBA students in the Tippie School of Management at the University of Iowa. The track prepares students to lead process improvement across all functional areas and industries. The PE curriculum focuses on developing students who are capable of framing important business questions and who are capable of applying structured problem solving and strong analytical skills to solve business problems. PE has a particular focus on the two well-known process improvement paradigms Lean and Six Sigma. Students emerge from the program with a deep understanding of the tools and techniques, particularly the analytical tools, critical for process-improvement success, while also having had the opportunity to put the tools and techniques into action through the track’s two experiential learning courses. Just as importantly, PE students learn that effective improvement requires an enterprise perspective and that success is impossible without the skills to effectively manage change. Students who complete the specialization in PE will earn certifications in both Lean and Six Sigma. The Lean certification is offered through a partnership with Simpler Consulting Inc., one of the leading Lean consulting firms in the world. The Six Sigma certification is offered through Tippie. As graduates of the Tippie MBA program, PE students will also possess broad-based business knowledge that allows them to bring finance, marketing, and operations perspectives to their decision making. Tippie students also learn to consider both the strategic and tactical implications of the decisions made in their continuous improvement efforts. Further, having completed all of their core courses in their first semester and a general consulting project in the second, Tippie students will bring this perspective not only to their jobs but also to their internships at the end of their first year.

Raytheon’s Innovative Continuous Improvement Architecture Delivers Value to the Enterprise Raytheon’s Innovative Continuous Improvement Architecture Delivers Value to the Enterprise

Date added: 09/09/2010
Filesize: 354.39 kB

Paul M. Clemente
Raytheon Company

Topic: Lean or Six Sigma Continuous Improvement Educational Programs and Courses

Over the course of the past 18 months Raytheon has embarked on completely revamping its Lean Six Sigma internal learning program. The current program is based on a new competency model that defines the competencies across multiple areas, a Journey map that aids and directs the candidate through to the certification process, a new process that has reduced variation and implements more stringent certification requirements and finally, completely new curriculum architecture and learning materials. All of these elements combine to create a customizable and unique journey for each candidate while maintaining a very high standard of quality, capability and reduced overall variation. The goal of the Raytheon Six Sigma program like most companies is to use Lean and continuous principles to realize value for the business. In Raytheon's case there are six businesses plus Corporate (75,000 + employees) that make up the company. There is one unified Lean Six Sigma program for the businesses with a common certification process as well. This common program is based on experiential, contextual and threaded learning. Overall there are several levels, from general awareness up to Master Black Belt that will be discussed. At the lowest level there is over 90% participation corporate wide by employees creating a successful introduction to Lean and continuous improvement that can be applied every day. This paper will focus on the overall Raytheon Lean Six Sigma program, specifically the following; Architecture for Lean R6s, Competency model, Journey Map, New curriculum, Certification model. Over the past several years Raytheon Six Sigma has saved the company billions of dollars. This new program takes it to a higher level focusing more heavily on strategic alignment for execution and growth, driving the businesses to realize increased value for the Enterprise. Biography Paul M. Clemente Mr. Paul Clemente works at Raytheon and is based in Waltham, Ma. as the Raytheon Six Sigma Learning manager for the company since 2008. His responsibilities include design, and development and implementation of a corporate wide architecture and curriculum for Six Sigma within the company. He is a member of the Raytheon Six Sigma council which provides strategy and oversight of Six Sigma. Mr. Clemente is also a Master Black Belt within Raytheon and works enterprise level opportunities as well. He was the chief engineer for the development of the Integrated Product Development System (IPDS) which is the product development process used throughout Raytheon on all programs. Mr. Clemente was also the Lead for the development of a common systems engineering process for the company after Raytheon purchased several other defense contractors in the late 90's.

Redesigning Freshmen Engineering Experience with Physical Simulations using Project Based Learning Redesigning Freshmen Engineering Experience with Physical Simulations using Project Based Learning

Date added: 09/09/2010
Filesize: 11.19 kB

Alok K. Verma

Low enrollment and high attrition rates have often plagued Engineering and Engineering Technology programs. Part of this problem can be attributed to the lack of engaging hands-on activities during the first year of instruction. Most engineering and technology programs require students to take natural science, math and some general education courses during the first two years with minimal technical content. To maintain student’s interest in the technical career path, it is important to engage students with hands-on activities so that students can establish a link between the theoretical knowledge and its application to solve real life problems early in their learning experience. Simulation based activities have a proven record as instructional tool. Such activities have been used successfully in Lean Training programs in industry. Effectiveness of such activities as a pedagogical tool has been supported by research in the acquisition and retention of knowledge.

The presentation will outline the effort at Old Dominion University to redesign the entire freshmen’s experience by including project based learning modules in the Introduction to Engineering classes. The presentation will, focus on the development and use of Lean training based physical simulation activities to engage students. The presentation will describe freshmen module developed on Shipyard Operations that is being used at ODU and how it has impacted student learning.

Social Treks as Lean Management Strategy Social Treks as Lean Management Strategy

Date added: 05/19/2010
Filesize: 979.86 kB
Bernardo Reyes - Guerra
Monterrey Tec - Puebla
Maria Guadalupe López - Molina
Universidad Iberoamericana Puebla

By seeing the society formed of categories like suppliers, competitors, consumers and employees, the human nature in them is lost and therefore all social interactions are excluded from the organization's diagnosis and from the strategies for the development path. Real Lean has to incorporate the social nature of humans as well as their categorical position in society. Social networks are determinant in designing community propositions and in market attributions. Therefore sustainability for a firm resides in aligning business proposition with market attributions. Social treks need to be incorporated in the strategies of the organizational plan.  Exploring, selecting and exploiting are essential activities since they represent the necessary actions to constantly offer pertinent propositions to the clientele and represent a challenging environment to employees to construct their life project through the company's values and execution capacity. The exploring- selecting dialog quest is a creativity oriented activity, with no warranty of innovation,  therefore it will be considered as essential if a dynamic society is perceived and could be considered a waste if the company believes in the existence of   permanently pertinent products.  Real lean will recognize the importance of seeing a firm as a community of learning and practice as well as a community of purpose. Amputating humans as elements of signification leaves the product and its characteristics as the sole responsible for business sustainability; this is why it is a fake lean situation.  Social treks are in line to implement a real lean management strategy; therefore four aspects will have to be considered to build a community of purpose: 

  • Promoting new nonfunctional, nonhierarchical human relations within the community that will allow the upbringing of new perspectives and dynamic assessments of the circumstance.   
  • Deep and systemic middle and final user understanding.  
  • Visualization of new possibilities, prototyping and refining.  
  • Creation of a new activity system to bring the nascent idea to reality and profitable operation.

The change management competence is a very important aspect for becoming a real lean organization.  Forming exploration groups and providing time, structure and space to dialogue among community members can in fact align personal interest with company's outcome. The Real Lean approach forces the legal person to become human purpose oriented and not only working for a few. Incorporating human complex attributions in the traditional binomial of technology and business process becomes a very complicated task because of the multiple power interests in the upper hierarchical positions and in the comfort position in the many transparent human resources.   Simple as it seems, complicated as it sounds, social treks will have to bring understanding, solidarity and the upbringing of communities of purpose.

Teaching Change from the Human Perspective Teaching Change from the Human Perspective

Date added: 09/09/2010
Filesize: 1.13 MB

Richard Kunkle
Saint Vincent College/Kennametal Center for Operational Excellence

Topic: Change Facilitation and the Soft Skills of Lean

The McKenna School is part of Saint Vincent College, a small Benedictine Catholic college which established an undergraduate minor in Operational Excellence in 2005 and a Masters of Management: Operational Excellence program in 2007.  Change culture is integrated throughout both programs.  The change curriculum is approached from a cultural and humanistic perspective.  Change must occur but how one views it depends on your corporate culture.  Depending on the prevalent culture change may be viewed as fear inspiring or as an opportunity to resolve problems.  Cultures that embrace change are generally stable, positive, balanced and view change just as one other "highly specified" process in our Operational Excellence philosophy to solve our daily problems.  We will explore these concepts more deeply during the presentation.  

To be highly specified and successful, change has to be managed beginning with a thorough understanding of the current state and a compelling vision of the future state.  Planning must occur to minimize negative effects and maximize positive effects.  The plan must be implemented with clear and open bi-directional communication, passion and patience.  The presentation will discuss the planning component in some detail. Effective change is most associated with an effective leader/coach.  The presentation will explore the characteristics of the leader/coach that are most critical in leading effective change.  Several of the critical elements that will be discussed are: willingness to truly be last at the rewards table, empathy for the employee's stress caused by change and a focused concern with the team winning in deference to one's own winning.

Teaching Operational Excellence via Individual and Team Projects Teaching Operational Excellence via Individual and Team Projects

Date added: 09/10/2010
Filesize: 618.39 kB

Richard Kunkle
Saint Vincent College/Kennametal Center for Operational Excellence

Topic: Innovative Pedagogy Relevant to Lean Curriculum

The McKenna School is part of Saint Vincent College, a small Benedictine Catholic college which established an undergraduate minor in Operational Excellence in 2005 and a Masters of Management: Operational Excellence program in 2007.  We have utilized field projects in local manufacturing, service and healthcare industries to teach various aspects of the Operational Excellence curriculum.  This presentation describes the goals, methods, tools, and results of using this pedagogy.  The projects are used in both undergraduate and graduate level work.  They are part of a one semester course in Operations Management and a one semester course in Operational Excellence in the Service and Healthcare Industries.  The projects consist of in-industry observation and analysis via appropriate methods and tools, description of the prevailing culture in the organization, definition of the current state of a defined value stream, working with employees and professionals to determine the critical problems that exist within the flow, redesign of the process/es via Operational Excellence concepts, defining the future state, creating a Single Page Plan, presenting the recommendations to the industry and finally presenting the project to the class where the class acts as the Board of Directors scrutinizing the assumptions and recommended actions of the individual or team.  The goals of the method are to:  

1. To learn VSM  
2. To see and understand process tasks and flow  
3. To gain insight into how cultural attributes of the organization affect the ability to continuously improve  
4. To learn how to engage workers to improve their own processes  
5. To learn the difference between buy-in and ownership  
6. To build team work  
7. To learn to present to a supervisory board  
8. To learn to accept peer input and criticism  

The presentation will conclude with grading pedagogy and results.

Using Lean to Improve the Learning Process Using Lean to Improve the Learning Process

Date added: 09/09/2010
Filesize: 898.92 kB

Betty Ziskovsky
Lean Education Enterprises, Inc.

Topic: Assessment of Student Learning and Pedagogical approaches|Application of Lean Ideas to Education Processes

With only 25-35% of their students scoring at the mandated proficiency level on the NAEP in any subject area, K-12 educators have consistently put effort and a substantial $50 billion annual taxpayer investment into improving the processes of teaching as a means of advancing academic performance. The limited impact this approach has had on improving student performance scores has been frustrating, to say the least. But it also belies a monumental oversight: teaching and learning, while related, are different processes. If learning is to be the focus of the improvement effort, then the learning process, not the teaching process, should be the subject of kaizen. The key to improving any process ultimately lies within the process owner, in this case within the learner, not the teacher.    Educators long have acknowledged the research findings that support the existence of each learner's personal learning style. Many measurement instruments exist and are routinely used by educational establishments today to identify that style for students. But  the revelation usually stops here. Students are given the knowledge that they have a style, but no understanding of how to use that knowledge to improve their learning.    With their universal applicability to any process, Lean Principles can and have been used to empower students in improving their personal learning process. Using Lean tools and methodologies, students can discover how to become more proficient at learning, a necessary life skill for success both in school as well as in the world of work to follow. Failing to fully engage and empower students in optimizing their learning will doom future academic performance to its current unacceptable plateau. K-12 educators who are serious about advancing student learning performance will be remiss if they do not incorporate a Lean-to-Learn approach in their improvement effort.

Value Stream Mapping the Chemical Processes Value Stream Mapping the Chemical Processes

Date added: 09/09/2010
Filesize: 125.19 kB

Meysam Maleki Anvara

Concentrating on value creation for customer is a primary concept of lean thinking. Value-stream mapping is one of the lean production tools which leads to understanding of the current situation and finding improvement potentials by reducing or removing wastes. Applicability of value-stream mapping in process industry has been less-assessed in scholar activities. This research is aiming to provide an appropriate answer to whether this tool is effective for chemical process context or not? According to this research which is a case study in AkzoNobel plant in Stenungsund, Sweden value-stream mapping can be effective in chemical processes in case the unique configuration of chemical processes and the embedded gaps of the methodology are taken into consideration. This research pin points the unique configuration of chemical processes and provides recommendations to enhance the applicability of value-stream mapping for this industry.