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).

0 studypoints


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.

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.

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 – 4)

The lectures will be on Zoom following dates:





From 09.00 to 15.00

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

  • 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 training 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.



The course is held by Professor R. M. Chandima Ratnayake.

Read more about him here.



Publisert 28.07.2020