Why am I here? GMOE – Fall 2010

Darden GMOE Why the GMOE Course is Important For You You will gain a deeper understanding and working knowledge of lean and six sigma —focusing on g continuous improvement You will gain an appreciation for and insight into important implementation challenges and truly realize… - Learning Lean is about practice of improvement, not a theory - Lean is a system for visualizing and addressing waste - Six Sigma is a data-based methodology for complex problems - Both are a systems design and implementation - Both are about developing people and stimulating their mind and heart Few MBAs have this experience in School Bottom line: You will be better prepared to contribute to your future organization’s path to excellence

Darden GMOE Learning Objectives At the end of this course, you will be able to… 1.Describe the need for lean and six sigma and the value they deliver to an organization. 2.Explain why managing the “thinking” aspects of lean and six sigma is important for your career. 3.Tell your stories about lean and six sigma in action. 4.Know how to identify opportunities for applying lean and six sigma in your work. 5.Contribute to improvement systems design.

Darden GMOE Major Items to Plan Group Formation (see forthcoming ) - 5 students per group; names by August 30 Individual Written Work - 5S “Bad Normal” Application: August S Report: September 27 Group Deliverables - A3 Report: September 10 - Six Sigma Report: October % Attendance Target for the In-Class Workshops - Classes 5 & 6: September 6 and 7, - Classes 12 & 13: September 28 and October 4

Darden GMOE “Run Rules” for the Course Be here for all sessions Syllabus Attendance: More than 2 non-illness absences=> Class contribution grade Minimize disruptions - leaving the room, arriving after class starts - using laptop for non-GMOE learning activity Late or Absences – prior notification Mutual professional charm and respect (students, faculty, guests)

Darden GMOE Comparison of Lean & Six Sigma Six SigmaLean ObjectiveDeliver value to customer Theory Reduce variationRemove waste Focus Complexity Problem focused Flow (speed) focused Assumptions A problem exists Statistics are valued System output improves if variation in all processes inputs is understood & reduced Waste removal will improve business performance Many small improvements are better than large system analyses Adapted from Nave, Dave. “How to Compare Six Sigma, Lean, and the Theory of Constraints.” Quality Progress. March 2002