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The University and the Lean Learning Agenda

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The University and the Lean Learning Agenda Productivity s Building Lean Leaders Conference October 15, 2001 Peter Ward Fisher College of Business – PowerPoint PPT presentation

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Title: The University and the Lean Learning Agenda


1
The University and the Lean Learning Agenda
  • Productivitys Building Lean Leaders Conference
  • October 15, 2001
  • Peter Ward
  • Fisher College of Business
  • Ohio State University

2
Discussion Overview
  • The landscape Universities and Lean
  • University as a supply chain partner
  • Teaching Lean An example
  • An agenda for action

3
The Landscape
Business Engineering Functional Schools
Schools Centers
  • Little course work of any kind

Lots of courses. Largely narrow, cell-level view
of Lean.
Pockets of excellence. Examples U.
Michigan MIT
4
B-Schools and Lean
  • Lean production is relegated to a narrow
    technical issue in business school curriculum.
  • The technical parts of lean production are
    important but at its core, lean production
    presents a revolutionary way to MANAGE the value
    stream.

5
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6
Lean Thinking is Largely Absent from B-School
  • MBA Courses
  • Doctoral Dissertations
  • Articles in research journals

7
Consequences
  • Traditional manufacturing is perceived by
    students as boring, overly-technical and
    underpaid. MBAs dont get to see the bright
    side!
  • Professors are similarly uninformed.
    Productivity gains are attributed to a variety of
    programs and technologies.
  • The organizing principles provided by lean
    thinking is missing.

8
More Consequences-MBA Schools Influence Corporate
Leaders
  • Teaching new managers
  • Executive education
  • Consulting by faculty
  • Writing by faculty

9
Supply Chain View
  • Universities are key links in the knowledge and
    human resources supply chains.
  • It only makes sense for businesses to provide
    help to key suppliers when they need it.
  • Weve already established that most universities
    need plenty of help when it comes to lean!

10
An Example of a Lean MBA Curriculum at Ohio State
Grounded in a Supply Chain View Tomorrows Lean
Enterprise Leaders (Taken by 50 Full time MBA
Students in Spring 2001. This is about 1/3 of
the class!)
11
Physical Supply Chain Auto Industry Example
Dealers
OEM
Tier 1 Suppliers
Tier 2 Suppliers
Tier 3 Suppliers
12
Knowledge Supply Chain Auto Industry Example
Dealers
Organizations (e.g., SME)
OEM
Consultants Think Tanks
Tier 1 Suppliers
Tier 2 Suppliers
Universities Colleges
Tier 3 Suppliers
13
Tomorrows Lean Enterprise Leaders
  • Helping MBAs to develop a passion for
    manufacturing
  • Spring Developing Lean Manufacturing Tools
  • Summer Applying Lean Tools
  • Fall Integrating Lean Manufacturing with MBA
    experience

14
Developing Lean Manufacturing Tools
  • 30 plus classroom hours of material adapted from
    Ford teaching programs and delivered by top
    educators from industry
  • Real time value stream mapping experience in
    supplier plant student teams led by Ford
    engineers and plant personnel.
  • Additional 8 hour boot camp instruction is
    provided by people from key Ford suppliers.

15
Applying Lean Tools
  • Internship at Ford or Ford Supplier working on
    projects related to lean manufacturing.

16
Integrating Lean Manufacturing with MBA experience
  • 20 classroom hours with MBA professors.
  • Consider how lean thinking should integrate with
    management and what roadblocks exist.
  • Develop and present case studies to audience
    comprising of faculty and executives.

17
Topics covered in Lean Curriculum
  • Simulation exercise contrasting mass production
    with lean production.
  • Lean manufacturing metrics and measurables.
  • Value stream mapping.
  • Production system design, implementation issues,
    and planning.
  • Hoshin Kanri.
  • Problem solving.
  • Poka-Yoke (mistake proofing).
  • Standardized work.
  • Quick changeover.
  • Lean accounting and performance measurement

18
Outcomes
  • Participating companies
  • MBA student participants
  • Scholarly research
  • Dissemination of lean thinking

19
Internships Benefits To Employers Outweighed
Costs
  • Achieved potential savings of over 330,000 per
    year by redeployment 11 shop floor associates
  • Identified major causes of downtime and assisted
    in establishing plan to increase productivity for
    an annual savings of 200K
  • Set up a Kanban simulation that can potentially
    reduce finished goods inventory up to 70
  • Created action plan to reduce raw materials
    inventory received from Japan by 84
  • Discovered potential 30,000 in daily inventory
    savings through card-for card and lot box Kanban
    training and implementation
  • Led team working on product flow improvements
    between work areas through value stream mapping
    activities.
  • Participated in and led trainings and workshops
    teaching and implementing lean manufacturing
    concepts with suppliers.

20
What the MBA Students Said They Knew Before but
Really Learned on the Internship
  • Lean philosophy is applicable to all business
    processes
  • The importance of training and employee
    involvement
  • Change management skills
  • Top-down support
  • Buy-in at implementation level

21
What I Observed That The Students Learned
  • To appreciate the power of lean thinking
  • To be passionate about manufacturing
  • To understand that there is more to managing than
    pushing the numbers
  • In addition, each individual learned particular
    lessons that they needed to learn

22
Scholarly Research
  • Article submitted to a research journal on
    implementation of lean production
  • New Ph.D. Dissertation in lean under way

23
Dissemination of Lean Thinking
  • Tomorrows Lean Enterprise Leaders program
    expected to double in size between 2000 and 2002
  • Executive education programs
  • Academy of Management presentation by faculty and
    executives
  • Faculty workshops at Univ. of Michigan-LEI
    conference and at Ohio State
  • Beginning to capture a share of the best and
    brightest management students for manufacturing

24
Agenda for Action
  • Business leaders influence through supply chain
    partnerships
  • Begin where you hire
  • Constructive relationships with deans
  • Speak in university classes and tell your story
  • Encourage faculty to become involved in training

25
Agenda for Action
  • Faculty teaching faculty
  • Summer camps
  • Thought leaders (like Productivity) must be
    involved
  • Research influences faculty interests

26
Benefits
  • Core of young management talent with a bias
    toward manufacturing
  • Common vocabulary linking lean with running the
    business
  • Investigation of critical topics, e.g.
  • Documenting lean programs with improvements in
    bottom line and strategic position
  • Applying lean in environments other than discrete
    part manufacturing

27
Universities can be powerful allies in preparing
future leaders and disseminating lean thinking or
they can be largely irrelevant.
Business leaders must also lead in developing a
constructive alliance.
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