| 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 and Six Sigma |
|
|
Improvement Strategies including lean, six sigma, kaizen, TQM |
|
Historical perspective |
|
|
Translating strategy into policy |
Basic Factory Dynamics |
|
|
WIP, cycle time, throughput relationships |
|
|
Little’s Law |
|
|
Internal benchmarking |
|
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 |
Push and Pull Production |
|
|
The “magic” of pull |
|
|
Kanban, CONWIP, and other pull implementations |
