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Lean Six Sigma Concepts for Performance Enhancement in Energy, Construction, and Manufacturing Operations

This course focuses on lean thinking and the role of using six sigma concepts to enhance operational performance of an industrial organization (physical and knowledge work).

Publisert: Endret:
Facts
ECTS

0

Next course

Autumn 2022

Level

Course

Deadline

15.09.2022

Teaching method

Online

Course fee

NOK 6000,-

Content

Lean production system is introduced focusing on minimizing with muda (waste), mura (unevenness) and muri (strain) to enable increasing profit margins. The role of concept of visual management, 5S, a system of workplace organization, and standardization in enhancing performance in daily work is introduced. Pull systems and production leveling together with lean project management technique (Last Planner® System) is presented.

Industrial worker offers a wind station with solar system and sea offshore oil platform icon on a virtual panel. Modern energy production concept. Smart power plant technology. Photo: Shutterstock

The contributions/scientific management principles from of F.W. Taylor and H. Ford, strengths and weaknesses of mass production (physical and knowledge work) and Taylorism type management styles are discussed.

The use of Jidoka and Poke-yoke (i.e. beyond statistical process control) principles that enable processes that are capable and avoid passing defects from one to the other level has introduced. The Kaizen circle activities and hoshin planning has been introduced plan-do-check-act (PDCA). The role of control charts (variables and attributes), pareto analysis, and moving from 3σ to 6σ with lean thinking are introduced.

Course Agenda (Day 1 – 5)

The lectures will be on Zoom following dates:

TBA

Day 1:

Introduction to lean

  • Evolution of craft production, mass production, Ford system, birth of lean production and lean revolution at Toyota.

Lean production system and new economics

  • Systems and systems thinking
  • Basic image of lean production and lean activities

Concept of value, customer focus, Muda (waste), Mura (unevenness) and Muri (hard to do) within an industrial organization.

Stability in 4M’s, lean system standards, visual management, and 5S system

Total productive maintenance (TPM), key measures, and six big losses.

Machine loss pyramid (analogies with P-F charts) and TPM check sheet for repair environment.

Group exercises, discussions, case studies.

Day 2

Standardized work

  • Methods engineering vs lean thinking
  • Maximize utilization of machines or human performance.
  • Charts used to manage standardized work
  • Takt time and cycle time.
  • Improving human reliability.

Standardized work and achieving continuous improvement (Kaizen).

Just-in time production concept: physical work and knowledge work

  • Production physics: Little’s law, WIP, throughput, cycle time

Continuous flow, pull systems, Kanban and rules, pacemaker process, production leveling, Heijunka box.

Value stream mapping and thinking: knowledge and physical work processes.

Development of Jidoka concept and use of Poka-Yokes

Group exercises, discussions, case studies.

Day 3

Minimizing waste of humanity and enhancing involvement.

Kaizen circle activity (KCA), training, administration and promotion.

Role of a manager/supervisor and practical Kaizen training.

Hoshin (Hoshin Kanri – strategic policy deployment) planning with PDCA

Organizational alignment and measuring the alignment in related to target governing policies.

A3 thinking and development of A3 report to summarize Kaizen circle activities.

Strategy development process: four phases of Hoshin planning

Culture of lean production: problem solving

Role of six sigma – control charts (variables and attributes), pareto analysis, and moving from 3σ to 6σ with lean thinking.

Group exercises, discussions, and case studies.

Day 4 and 5

Traditional projects’ management techniques: Gantt chart, Critical path and PERT methods.

Project crashing and cost analysis

  • Reasons for engineering (construction, mechanical, etc.) and/or industrial projects’ failures.

How to deal with overbudget, delay and satisfying business intent?

  • Lean project management: Last Planner® System in engineering/construction projects’ management.

Potential use of Last Planner® System in knowledge work, office work in a technical organization, and other engineering projects.

Necessity for using ‘lean philosophies’ for enhancing industrial projects’ performance.

  • Lean vs. digitalization:  Building Information Modelling (BIM)
  • Project Management (PM) in the digital age:

Use of BIM Concept and Immersive Learning approaches (AR, VR, MR and XR) enhancing projects’ performance enhancement.

  • Case Studies and Group Exercises

Who Should Attend?

This course is suitable to a wide range of technical and administration/management professionals within mechanical, process, structural, electrical and chemical engineering/technical disciplines. Also, those who want to gain further knowledge within:

  • Manufacturing and construction engineering disciplines.
  • Operation, inspection, maintenance, repair and modification professionals in mechanical, process, structural and chemical engineering disciplines.
  • Key operations’ supervisors/leaders in mechanical, process, structural, electrical, computer, and chemical engineering disciplines.
  • Process improvement consultants in mechanical, manufacturing, construction, process, structural, electrical and chemical engineering disciplines.

Lecturer

Professor
51831938
Stavanger
Faculty of Science and Technology

Department of Mechanical and Structural Engineering and Materials Science

Administrational contact persons

Rådgiver
51833056
Division of Education

UiS Lifelong Learning
Førstekonsulent
51831499
Division of Education

UiS Lifelong Learning

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