1. MSE507 Lean Manufacturing
Prof. David Shternberg
MSE507 Lean Manufacturing
MSE507 Lean Manufacturing
Introduction Lean Thinking versus Muda
California State University, Northridge

2. Learning Objectives Present an overview of lean manufacturing concepts
Prof. David Shternberg
Learning Objectives
MSE507 Lean Manufacturing
Present an overview of lean manufacturing concepts
Introduce methods and tools designed to put these concepts to work in a manufacturing environment
This course will discuss the basic principles of:
Lean
Value
The technical value stream
Flow
Pull, and
Perfection
Compare and contrast lean with the Theory of Constraints and Quick Response Manufacturing
California State University, Northridge

3. Background and Purpose
Prof. David Shternberg
Background and Purpose
MSE507 Lean Manufacturing
Value is a key attribute of the technical professional is his/her emphasis on and interest in professional values and goals rather than those of an organization.
Lean thinking principles are emerging as a method to improve the flexibility, reliability, and profitability of enterprises worldwide.
Lean thinking is being used to reduce setup times, lot sizes, and inventories.
Lean is all about removing waste in the enterprise.
In time as well as cost. As enterprises have reduced costs and improved quality, the primary competitive measure is the ability to respond to the customer
California State University, Northridge

4. Required Textbooks
Lean Thinking : Banish Waste and Create Wealth in Your Corporation
Womack, James P. and Jones, Daniel T. (2003)
New York: Simon & Schuster
ISBN:
Learning to See Version 1.3
Rother, Mike Shook, John Womack, James and Jones, Dan. (1999)
Lean Enterprises Inst Inc.
ISBN:
Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series).
Productivity Press; 1st edition (1999)
Productivity Development Team
ISBN: X

5. Prof. David Shternberg
MSE507 Lean Manufacturing
Textbook 1
Lean Thinking : Banish Waste and Create Wealth in Your Corporation
Hardcover
List Price: $30.00
ISBN:
California State University, Northridge

6. Textbook 2 Learning to See Version 1.3 Spiral-bound paperback
Prof. David Shternberg
MSE507 Lean Manufacturing
Textbook 2
Learning to See Version 1.3
Spiral-bound paperback
List Price: $50.00
ISBN:
California State University, Northridge

7. Prof. David Shternberg
MSE507 Lean Manufacturing
Textbook 3
Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor Series)
Paperback
List Price: $25.00
ISBN: X
California State University, Northridge

8. Prof. David Shternberg
My Contact Info
MSE507 Lean Manufacturing
David Shternberg
Address (use all three)
CSUN -
Home –
Phone Numbers
Cell
Office Hours
6:00-7:00PM Thursdays
JD 3310
By Appointment Only
California State University, Northridge

9. My Work Experience Israeli Air Force
F-16 Mechanic
F-16 Mechanical Systems Instructor
Israeli Aircraft Industries
Ground test inspector
CRANE Hydro-Aire, Burbank CA
Mfg Engineer, Producibility Mgr, Lean & Cont Improvement Mgr
Eaton Aerospace, Los Angeles Jan July 2005
Manufacturing Manager
Mfg Eng & Fabrication Focus Factory Manager
Manufacturing and Sustaining Engineering Manager
Maintco Corporation, Burbank, Aug-2005 – July 2006
General Manager
Eaton Aerospace, Los Angeles July-2006 – Jan 2011
Manufacturing Engineering Manager
Supply Chain Manager
OpEx Manager
Meggitt Control Systems, N. Hollywood Jan 2011 – Present
Director of Operational Excellence

10. My Academic Records
Holtz Academy of Aviation Technology, Tel-Aviv, Israel
Certified Aircraft Technician
Associate Engineer
Santa Monica College
AA Degree
California State University, Northridge
BS Mfg Systems Engineering
California State University, Northridge
MS Mfg Systems Engineering & Management
Part-time MSEM faculty member since Jan 2004

11. Class Material Website URL MSE507 Course Page Class Syllabus
MSE507 Course Page
Login: shternberg
Password: mse507
Class Syllabus
PowerPoint Presentations
Schedule of classes
My and phone numbers

12. Reading Assignments Essential for interaction and understanding
Read assigned chapter prior to class
Prepare to discuss issues/questions
Preparation will make the course more interesting
Pop-quiz may be given

13. Course Performance Evaluation Structure
Prof. David Shternberg
MSE507 Lean Manufacturing
Course Performance Evaluation Structure
25 % Mid-Term
25 % Final Exam
35 % Team Research Project
5 % Attendance and professionalism
10 % Participation and active learning (based in part on Partnership Peer Review Reports)
Letter-Grade Scale
Plus/Minus will be used
Score
Grade
90-100 A
70-74 C
88-89 A-
68-69 C-
85-87 B+
60-67 D
80-84 B
58-59 D-
78-79 B-
0-57 F
75-77 C+
Why Systems Engineering?
An example of a failed system is the failure of the Mars Climate Explorer, which was lost in space in September of 1999.
The 'root cause' of the loss of the spacecraft was the failed translation of English units into metric units in a segment of ground-based, navigation-related mission software.
California State University, Northridge

14. Student Roles & Responsibilities
Attend class sessions and to be prompt
Be a team player
Submit original work only
I was a student too…
Be considerate and respectful of one another
Get the job done right and on time
Budgeting 5-6 hours per week for this course, in addition to class attendance, is not unreasonable

15. Course Overview

16. Muda Muda means “waste”
Any human activity which absorbs resources but creates no value
Mistakes which require rectification
Production of items no one wants so inventories and remaindered goods pile up
Processing steps which aren’t actually needed
Movement of employees and transport of goods from one place to another without any purpose
Groups of people in a downstream activity standing around waiting because an upstream activity has not delivered on time
Goods and services which don’t meet the needs of the customer

17. Lean Thinking Powerful antidote to muda
Provides a way to specify value
Line up value-creating actions in the best sequence
Conduct these activities without interruption whenever someone requests them
Perform them more and more effectively
Lean thinking is lean because it provides a way to do more and more with less and less
Less human effort
Less equipment
Less time
Less space
Coming closer and closer to providing customers with exactly what they want

18. Lean Thinking
Make work more satisfying by providing immediate feedback on efforts to convert muda into value
Create new work rather than simply destroying jobs in the name of efficiency
Lean thinking steps:
Precisely specify value
Fully map the value stream for a specific product, and eliminate wasteful steps
Make the remaining, value-creating steps flow continuously
Require complete rearrangement of your mental furniture…
Let the customer Pull the product from you as needed
Continuously improve to reach perfection

19. Step 1 - Specify Value The critical starting point for lean thinking
Value can only be defined by the ultimate customer
Only meaningful when expressed in terms of a specific product (a good or a service, and often both) which meets the customer’s needs at a specific price at a specific time.
Value is created by the producer
From the customer’s standpoint, this is why the producers exist
Lean thinking must start with an attempt to precisely define value in terms of specific products with specific capabilities offered at specific prices through a dialog with specific customers
Providing the wrong good or service the right way is muda

20. Step 2 - Identify the Value Stream
The value stream is the set of all specific actions required to bring a specific product (goods, services, or both)
Through the three critical management tasks of any business:
Problem solving task – from concept through detailed design and engineering to production launch
Information management task – from order taking through detailed scheduling to delivery
Physical transformation task – from raw materials to a finished product in the hands of the customer
Identifying the entire value stream for each product (or product family) is the next step in lean thinking

21. Step 2 - Identify the Value Stream (cont.)
Value stream analysis will almost always show the three types of actions are occurring along the value stream:
Unambiguously create value
Create no value but necessary with current technologies and assets (type One muda)
Create no value and could be removed (type Two muda)
Lean enterprise – a continuing conference of all concerned parties to create a channel for the entire value stream, removing all the muda

22. Flow Make the remaining, value-creating steps of the process flow
Redefine the work of functions, departments, and firms
Create single piece flow instead of batch processing
Ensure positive contribution to value creation
Speak to the real needs of employees at every point along the stream so it is actually in their interest to make value flow

23. Pull
Let the customer pull the product from you as needed rather than pushing products, often unwanted, onto the customer
The demands of the customer become more stable when they know then can get what they want right away
Pull system is more responsive to changes then push systems

24. Perfection
There is no end to the process of reducing effort, time, space, cost, and mistakes while offering a product which is ever more nearly what the customer wants

25. Lean Manufacturing Cycle1 2 3 4
SPECIFY VALUE
IDENTIFY THE VALUE STREAM
FLOW
CONVERT PUSH TO PULL
Step 5 – CONTINUOUSLY IMPROVE
Getting value to flow faster always exposes hidden muda in the value stream.
The harder you pull, the more the impediments to flow are revealed so they can be removed.

26. Homework Assignment Question:
Prof. David Shternberg
MSE507 Lean Manufacturing
Homework Assignment
Lean Thinking Chapter 1
Value
Pages 29-36
Question:
What do customers consider as value? Give examples
Explain why we need to define what value is before we start any performance improvement.
California State University, Northridge

27. Questions? Comments?