History of Lean

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來自 University System of Georgia 的課程

Six Sigma and the Organization (Advanced)

492 個評分

University System of Georgia

Six Sigma and the Organization (Advanced)

492 個評分

課程 1（共 4 門，Specialization Six Sigma Green Belt）

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

從本節課中

Lean Principles in the Organization

In this module, Dr. Bill Bailey will introduce you to the history of lean as well as new lean concepts. Dr. Bailey will also explain the five lean principles. In addition, this module will introduce you to more quality tools used in lean. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Introduction2:14

History of Lean5:32

Lean Principles6:23

Lean Concepts5:24

The Toyota Way4:09

Theory of Constraints5:17

Important Tools4:33

Measuring and Monitoring6:05

與講師見面

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

The term lean has come into use fairly recently, but

the ideas behind it have a long history.

In the 16th century, Venice, Italy was a major shipbuilding center.

They would build a hull and launch it into a canal.

As it moved through the canals,

other components were added until the ship was finished.

This was essentially a moving assembly line, and

perhaps the first example of flow production.

The First Industrial Revolution was centered around the textile industry in

England.

Automation was becoming common and working conditions were terrible.

Long hours, child labor, and horrible workplace accidents were the norm.

Matthew Boulton's Soho Factory took a different approach.

It was a model of cleanliness and efficiency,

child labor was not allowed, and benefits were provided for employees.

Boulton was perhaps the first to really focus on the elimination of waste in

processes.

In the 19th century, a second Industrial Revolution occurred,

this time it was centered in America.

The use of tooling and jigs for manufacturing was a major

shift in philosophy and led to the implementation of

interchangeable parts by John H Hall and Eli Whitney.

Late in the 19th century and early in the 20th century, Frederick Taylor created

scientific management which included time studies and preventative maintenance.

Frank Gilbreth developed the idea of process maps, externalized setups and

motion studies, foundations for the Japanese idea of SMED.

By 1908, in his Highland Park Plant,

Henry Ford was building automobiles differently from other manufacturers.

All parts were interchangeable and assembled into modular units,

which were then assembled into the final automobile on a moving assembly line.

Although there were other examples before this,

Ford is sometimes credited with inventing the moving assembly line.

This is probably the first widely known example of flow production.

By focusing on flow and cycle time reduction,

Henry Ford was able to reduce Model T labor time from 12 and

a half hours to 1 and a half hours and, subsequently,

reduce the price of the Model T from $825 in 1908, to $290 in the 1920s.

He also increased wages in 1916 from $2.34 a day,

which was the norm at the time, to $5 a day.

He recognized that by doubling the wages of his employees,

he created a whole new class of customers for his product.

In the 1920s, Walter Shewhart developed many of the statistical techniques,

such as statistical process control that we use today.

Following Shewhart, W Edwards Deming emphasized continuous improvement,

including his plan-do-check-act cycle,

a systematic approach to continue his improvement.

Around the same time, Joseph Juran defined the elements of a quality system and

brought Pareto analysis to quality.

In the early 1950s in the aftermath of World War II, Deming and Juran both

went to Japan at the request of the State Department, to assist in rebuilding Japan.

They taught these quality principles to the Japanese.

Many Japanese firms adopted these ideas enthusiastically and

continued to build on them.

One of these companies was Toyota.

The teachings of Deming and Juran were the beginning of the Toyota Production System.

In the 1960s, Taiichi Ohno visited the US to study manufacturing systems.

Instead, he came away with ideas from American grocery stores.

He was impressed by their customer focus, and their simple systems of replenishment.

This was the origin of his idea for kanban system.

Also in the 1950s, the Japanese initiated a national quality prize,

the Deming Prize, named in honor of W Edwards Deming.

In 1989, James Womack from MIT took a team of researchers to Japan,

to examine Japanese manufacturing methods.

Upon return, they wrote a book mostly about the Toyota Production System,

titled the Machine That Changed the World.

In this book, they coined the term lean to refer to this methods.

If you hear people talk about lean and the Toyota Production System,

they're essentially the same thing.

Like most quality approaches, lean began in manufacturing.

But it's been successfully applied in other industries.

The ideas of lean can be applied to nearly any business to improve customer focus and

reduce cycle time and costs.

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