كلية الهندسة - جامعة عين شمس, الرئيسية

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Lean Manufacturing System

What Will Learn?

  • Course Aims
    To survive in a competitive environment all businesses have to optimize the planning and utilization of their resources. Targets have to be set, and resources (financial, capital and human) have to be coordinated and managed to achieve high levels of output with the minimum of waste. By the end of the course the students will be able to: • Gain analytical skills to achieve incremental and step changes in performance. • Acquire the skills needed to develop and apply work standards in manufacturing and service planning and control. • Gain the knowledge and understanding of different concepts, tools and techniques that are essential to creating world class lean manufacturing and service organizations.
  • Course Goals
  • Quality Education
  • Decent Work and Economic Growth
  • Industry, Innovation and Infrastructure
  • Climate Action

Requirements

MDP336

Description

  • English Description

    Fundamentals of lean manufacturing principles. Toyota house, seven wastes, Push verse Pull systems and JIT, Kanban system, Kanban size and number, CONWIP. Value stream mapping: How to construct the current state map, improvement tools Kaizen, Poka-a-Yoke, 5S. Takt time calculations and production levelling.
  • Arabic Description

    Fundamentals of lean manufacturing principles. Toyota house, seven wastes, Push verse Pull systems and JIT, Kanban system, Kanban size and number, CONWIP. Value stream mapping: How to construct the current state map, improvement tools Kaizen, Poka-a-Yoke, 5S. Takt time calculations and production levelling.
  • قسم
    التصميم وهندسة الإنتاج
  • الساعات المعتمدة
    2
  • الدرجات
    الإجمالي ( 100 ) = نصف العام (15) + tr.Major Assessment (40 = tr.Industry 0% , tr.Project 20% , tr.Self_learning 10% , tr.Seminar 15% ) + tr.Minor Assessment (5) + درجة الامتحان (40)
  • الساعات
    ساعات المحاضرة: 2, ساعات التعليم: 1, ساعات المعمل: 0
  • Required SWL
    75
  • Equivalent ECTS
    3
  • List of references
  • Course notes
  • -------------
  • Essential reading (text books)
  • • Cudney, E. A., Furterer, S. L., and Dietrich, D. M. (2014) Lean Systems Applications and Case Studies in Manufacturing, Service, and Healthcare, Taylor & Francis Group.
  • • Wilson, L. (2015) How to Implement Lean Manufacturing, McGraw-Hill Education.
  • • Rother, M & Shook, J. (1998). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Brookline, MA: Lean Enterprise Institute.
  • Recommended books
  • • Womack, J. P. & Jones, D. T. (2003) Lean thinking: banish waste and create wealth in your corporation, Free Press Business, London.
  • • Going Lean: A Guide to Implementation, Lean Enterprise Research Centre, Cardiff, (Available at: http://www.timchristiansen.dk/Going_Lean.pdf).
  • • Kaplan, R. S. & Norton, D. P. (1996) The balanced scorecard: translating strategy into action, Harvard Business School Press, Boston, Mass.
  • • Keyte, B. & Locher, D. (2004) The complete lean enterprise: value stream mapping for administrative and office processes, Productivity Press, New York.
  • • Monden, Y. (1998). Toyota Production System: An Integrated Approach to Just-In-Time (3rd ed.). Norcross, Georgia: Engineering & Management Press. Pages 199-220.
  • • Japan Human Relations Association (1992). Kaizen Teian 1. Cambridge, Massachesetts: Productivity Press. Pages 1-14.
  • • Rother, M & Shook, J. (1998). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Brookline, MA: Lean Enterprise Institute, Inc. Pages 35-38, 41-54, 85-99.
  • • Marchwinski, C. & Shook, J. (2004) Lean lexicon: a graphical glossary for lean thinkers, 2nd ed, Lean Enterprise Institute, Brookline, Mass.
  • • Nicholas, J. M. (1998) Competitive manufacturing management: continuous improvement, lean production, customer-focused quality, McGraw-Hill, London.
  • • Bicheno, J. (2004) The new Lean toolbox: towards fast, flexible flow, 3rd ed., PICSIE Books, Buckingham.
  • • Simons, R., Dávila, A. & Kaplan, R.S. (2000) Performance measurement & control systems for implementing strategy: Text & cases, International ed., Pearson Education International, London.
  • • Monden, Y. (1998). Toyota Production System: An Integrated Approach to Just-In-Time (3rd ed.). Norcross, Georgia: Engineering & Management Press.
  • Articles and case studies
  • • Duggan, K.J. (2002) Creating mixed model value streams: practical lean techniques for building to demand, Productivity Press, New York.
  • • Taiichi Ohno and Toyota Production System-ICFAI case study-604-070-1.
  • • Venables, M. (2005) Early Learning Centre
  • • The status of Lean Thinking in UK Lean Aerospace Initiative (UK-LAI) Supply Chains: A survey, SBAC & EPSRC, pp1-28
  • • Lockamy III, A., & McCormack, K. (2004). Linking SCOR planning practices to supply chain performance: An exploratory study. International Journal of Operations & Production Management, 24(12), 1192-1218.
  • • Kaplan, R. S., & Norton, D. P. (2005). The balanced scorecard: measures that drive performance. Harvard business review, 83(7), 172-180.
  • • Norton, D., & Kaplan, R. (1993). Putting the balanced scorecard to work.Harvard Business Review, 71(5), 134-140.
  • • Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard business review, 74(1), 75-85.
  • • Rohm, H., Knowles, B., Niven, P. R., Harrigan, G. M., Miller, R. E., de Constantin, J., & Harmeyer, E. (2002). A balancing act. Performance measurement in action, 2(2), 1-8.
  • • Ward, A. (2005). Implementing the balanced scorecard at Lloyds TSB.Strategic HR Review, 4(3), 16-19.
  • • Rogers, H., Ghauri, P., & Pawar, K. S. (2005). Measuring international NPD projects: an evaluation process. Journal of Business & Industrial Marketing,20(2), 79-87.
  • Periodicals
  • • Harvard Business Review
  • • Sloan Management Review
  • • Journal of Operations Management
  • • International Journal of Operations and Production Management