The hidden value – Lean in manufacturing and services

Start Date: 07/05/2020

Course Type: Common Course

Course Link:

Explore 1600+ online courses from top universities. Join Coursera today to learn data science, programming, business strategy, and more.

About Course

Lean is a powerful methodology that enables managers and employees to shift their mindset and helps companies to keep their business sustainable by creating competitive advantage. Today, in an increasingly complex and dynamic world, where companies struggle to maintain competitive advantage, Lean is more important than ever. This course combines the experience of many senior experts and practitioners from the Boston Consulting Group and École des Ponts, and brings perspectives on Lean in manufacturing and services. It offers strong topic foundation as well as deep practical insights into the art of continuous improvement. In this course, you will learn: - why Lean is a key driver for sustainable competitive advantage - how different companies can leverage Lean to create value both in manufacturing and services - what it takes to drive a Lean transformation and build a culture of continuous improvement - how new technologies impact traditional lean practices

Deep Learning Specialization on Coursera

Course Introduction

The hidden value – Lean in manufacturing and services Lean, in manufacturing and service, is a powerful programmable force, driving efficiency and innovation in both business and industry. This course uses Lean principles and techniques to help you understand the hidden value of products and services, while building your ability to create value from the lean process. You will understand the key moments in the process of using lean in manufacturing and service, and apply these techniques to achieve a healthy and happy life. View the MOOC promotional video here: in manufacturing: the hidden value Lean in manufacturing: how do you know what you’ve got? Lean in service: what’s the use of using lean if you’ve got? The Importance of Music in our Society This course is designed to introduce students to the importance of music in the context of a growing social and cultural landscape. The lectures will cover such topics as the production, distribution and reception of music in society, the use and value of music in professional settings, and the impact of music on our life and experiences. The course centers around three themes: 1) the production and reception of music in society; 2) the use and value of music in professional settings; and 3) the impact of music on our life and experiences. The course is designed to be accessible for all listeners, including those who do not attend

Course Tag

Value Stream Mapping Lean Manufacturing Lean Thinking Lean Methods

Related Wiki Topic

Article Example
Lean services One of the central concepts that distinguishes lean services from lean manufacturing is the distinction between "Value Demand" and "Failure Demand" (Seddon, 2003).
Lean services Lean services is the application of the lean manufacturing concept to service operations. It is distinct in that "Lean services" are not concerned with the making of ‘hard’ products.
Design for lean manufacturing Not to be confused with "Lean Design ®" (copyrighted and patented by Munro & Associates, of Michigan), design for lean manufacturing builds on the set of principles that emerged from design for the customer value and design for manufacturability. Since some lean tools are used in the practice of design for lean manufacturing, it borrows the first word in its name from lean manufacturing as exemplified by the Toyota Production System. Design for lean manufacturing was first coined by Womack, Jones, and Roos after studying the differences between conventional development at American automotive companies and lean methods at Japanese automobile producers. While lean manufacturing focuses on optimization of the production stream and removal of wastes (commonly referred to as muda, mura, and muri) once the value stream has been created, Lean Design ® (Munro & Associates)concerns itself with methods and techniques to create a lean solution from the start, resulting in more value and fewer wastes across the value stream. Lean design ® seeks to optimize the development process through rapid learning cycles to build and test multiple concepts early. Managing the knowledge value stream, systematic problem solving with analysis of the trade-offs between various design options, and solutions generated from ideas filtered by systematic innovation methods are viewed as methods within the lean design process.
Lean manufacturing Lean manufacturing or lean production, often simply "lean", is a systematic method for the elimination of waste ("Muda") within a manufacturing system. Lean also takes into account waste created through overburden ("Muri") and waste created through unevenness in work loads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.
Lean IT Lean IT, like its lean manufacturing counterpart, involves a methodology of value-stream mapping — diagramming and analyzing services (value streams) into their component process steps and eliminating any steps (or even entire value streams) that don’t deliver value.
Lean manufacturing Lean production has been adopted into other industries as a principle to make improvement in the rapid changing market. In global supply chain and outsource scale, Information Technology is necessary and can deal with most of hard lean practices to synchronise pull system in supply chains and value system. The manufacturing industry can renew and change strategy of production just in time.
Lean IT As lean manufacturing has become more widely implemented, the extension of lean principles is beginning to spread to IT (and other service industries). Industry analysts have identified many similarities or analogues between IT and manufacturing. For example, whereas the manufacturing function manufactures goods of value to customers, the IT function “manufactures” business services of value to the parent organization and its customers. Similar to manufacturing, the development of business services entails resource management, demand management, quality control, security issues, and so on.
Lean manufacturing Lean manufacturing makes obvious what adds value, by reducing everything else (which not adding value). This management philosophy is derived mostly from the Toyota Production System (TPS) and identified as "lean" only in the 1990s. TPS is renowned for its focus on reduction of the original Toyota "seven wastes" to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker,
Lean services Proponents of Lean Service, however, suggest that these criticisms are a response to Lean implementations that have failed to properly understand Lean as a holistic, action based management and implementation system to provide enhanced customer value, a "Tools" mentality instead of an outcomes orientation and an inadequate knowledge of how to utilize and adapt Lean Manufacturing methods to the service environment.
Lean IT Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where "waste" is work that adds no value to a product or service.
Lean manufacturing Lean manufacturing is different from lean enterprise. Recent research reports the existence of several lean manufacturing processes but of few lean enterprises. One distinguishing feature opposes lean accounting and standard cost accounting. For standard cost accounting, SKUs are difficult to grasp. SKUs include too much hypothesis and variance, i.e., SKUs hold too much indeterminacy. Manufacturing may want to consider moving away from traditional accounting and adopting lean accounting. In using lean accounting, one expected gain is activity-based cost visibility, i.e., measuring the direct and indirect costs at each step of an activity rather than traditional cost accounting that limits itself to labor and supplies.
Design for lean manufacturing Design for lean manufacturing is based on the premise that product and process design is an ongoing activity and not a one-time activity; therefore design for lean manufacturing should be viewed as a long term strategy for an organization. Design for lean manufacturing must be sustainable and holistic unlike other lean manufacturing or Six Sigma approaches that either tackle only a part of the problem or tackle the problem for a short period of time. Design for lean manufacturing also relates to system thinking as it considers all aspects (or the full circle) and takes the system conditions into consideration when designing products and services, delivering them according to customer needs. ® (Munro & Associates) drives prevention of waste by adopting a systematic process to improve the design phase during development. An organizational focus is required for the implementation of Lean Design ® principles, which includes efficient and sustainable design team. Initial studies of the Japanese approach to design for lean manufacturing noted four principles; leadership of projects by a shusa (or project boss), tightly knit teams, communication on all of the difficult design trade-offs, and simultaneous development between engineering and manufacturing. Further study showed additional depth to the principles, citing 13 principles specific to the Toyota design for lean manufacturing methods in product and process development in the areas of process, skilled people, and tools and technology. As the practice of design for lean manufacturing has expanded in its depth and breadth of application, additional principles have been integrated into the method.
Lean services To date, Lean principles of Continuous Improvement and Respect for People have been applied to all manner of services including call center services, health care, higher education, software development, and public and professional services. Conceptually, these implementations follow very similar routes to those in manufacturing settings, and often use some of the same tools and techniques. There are, however, many significant distinctions and the same tools can be applied in different ways. A number of significant service sector organisations have come together to form The Lean Service Forum. to share knowledge, learn from each other and understand different lean journeys.
Lean manufacturing Lean management is nowadays implemented also in non-manufacturing processes and administrative processes. In non-manufacturing processes is still huge potential for optimization and efficiency increase.
Lean enterprise Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.
Lean manufacturing There have been recent attempts to link lean to service management, perhaps one of the most recent and spectacular of which was London Heathrow Airport's Terminal 5. This particular case provides a graphic example of how care should be taken in translating successful practices from one context (production) to another (services), expecting the same results. In this case the public perception is more of a spectacular failure, than a spectacular success, resulting in potentially an unfair tainting of the lean manufacturing philosophies.
Design for lean manufacturing Design for lean manufacturing is a process for applying lean concepts to the design phase of a system, such as a complex product or process. The term describes methods of design in lean manufacturing companies as part of the study of Japanese industry by the Massachusetts Institute of Technology. At the time of the study, the Japanese automakers were outperforming the American counterparts in speed, resources used in design, and design quality. Conventional mass-production design focuses primarily on product functions and manufacturing costs; however,design for lean manufacturing systematically widens the design equation to include all factors that will determine a product's success across its entire value stream and life-cycle. One goal is to reduce waste and maximize value, and other goals include improving the quality of the design and the reducing the time to achieve the final solution. The method has been used in architecture, healthcare, product development, processes design, information technology systems, and even to create lean business models. It relies on the definition and optimization of values coupled with the prevention of wastes before they enter the system. Design for lean manufacturing is system design.
Lean services More recently it is being argued that the application of lean manufacturing tools and techniques have seriously damaged the service organizations that Lean has been applied to. John Seddon (visiting professor Sheffield University) has been especially vocal and critical of lean in his paper 'Rethinking Lean Service'
Lean IT Unlike lean manufacturing, from which the principles and methods of Lean IT derive, Lean IT depends upon value streams that are digital and intangible rather than physical and tangible. This renders difficult the visualization of IT value streams and hence the application of Lean IT. Whereas practitioners of lean manufacturing can apply visual management systems such as the kanban cards used in the Toyota Production System, practitioners oflLean IT must use enterprise IT management tools to help visualize and analyze the more abstract context of IT value streams.
Lean services Lean Service has its origin in the Toyota Production System (see Lean manufacturing). Lean in the Service sector is subject itself to continuous improvement, and as such there are an increasing number of concepts that may or may not be included as part of Lean Service.