| Program Content |
|
| |
| The Strategic Role of Operations |
|
Strategic operations framework |
|
Wriston Manufacturing case |
| The Business Process Flows Framework |
|
Concepts and applications |
|
What is improvement? CRU rental case |
| The Toyota Production System |
|
Diagnosing common problems |
|
Making improvements |
|
Toyota Motor Company case |
| Analyzing Process Flows |
|
Basic
operational measures |
|
National Cranberry Case |
| Science of Lean Manufacturing |
|
Historical perspective |
|
Translating strategy into policy |
| Basic Factory Dynamics |
|
WIP, cycle time, throughput relationships |
|
Little’s Law |
|
Internal benchmarking
HAL, Inc. case |
Variability Basics |
|
Variability measures |
|
Process and flow variability |
|
Downtime, setups, and other variability sources |
| The Corrupting Influence of Variability |
|
Mechanics of congestion |
|
Batching effects |
|
Buffering with WIP, capacity, service |
|
Factory Physics diagnostics |
|
HAL Procoat case |
| Push and Pull Production |
|
The “magic” of pull |
|
Kanban, CONWIP, and other pull implementations |
| Improvement Strategies |
|
Better logistics through better quality |
|
Working with and around MRP |
|
Spartan Case |