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The Science of Lean Operations

Identify and Alleviate Bottlenecks in Your Process

Professor Jan Van MeighamPreviously named: The Science of Lean Six Sigma Operations

Designed for managers, consultants, and other individuals involved with an organization’s operations, this collaborative learning experience will show you how to optimize your organization’s costs, quality, speed and customer service – all of which will make a significant impact on your bottom line. Frameworks for diagnosing, improving and designing effective processing systems will be explored through real-world case studies, group workshops and animated computer-simulation models.

Under the guidance of an esteemed faculty team, you will analyze the laws that represent the science of lean operations, explore the Business Process Flows Framework, and investigate the critical link between operational drivers and business strategies. Taken together, these exercises will help you master and implement the practice of Lean Six Sigma operations at your organization.

Operations Management Week
You may combine this program with our Supply Chain Management program in Operations Management Week. When taken consecutively, these programs are offered at a discount and provide an executive summary of the innovative approach to operations management used in the highly-acclaimed Kellogg MBA program.
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Upcoming Sessions

  • Apply Online
    $4,000
    [+]
    June 7-9, 2015
    Fee includes lodging and most meals
  1. High-level manufacturing or service managers who shape an organization’s operations
  2. Managers who want to improve existing operational systems
  3. Consultants and engineers who must justify the cost of improvement projects
  4. Production-control specialists
During this course, you will:
  1. Link day-to-day operations with business strategies
  2. Customize policies according to your systems’ natural tendencies
  3. Analyze process flows to target improvement efforts
  4. Identify strategies for increasing throughput, shortening flow time, reducing variability and improving quality
The Strategic Role of Operations
  1. Strategic operations framework
  2. The Business Process Flows Framework
  3. Concepts and applications
  4. Defining improvement
  5. Analyzing process flows: basic operational measures

The Toyota Production System

  1. Diagnosing common problems
  2. Making improvements

Science of Lean and Six Sigma

  1. Improvement strategies including lean, Six Sigma, kaizen and TQM
  2. Historical perspective
  3. Translating strategy into policy

Basic Process Dynamics

  1. WIP, flow time, throughput relationships
  2. Little’s Law
  3. Internal benchmarking
  4. Analyzing bottlenecks

Variability Basics

  1. Variability measures
  2. Process and flow variability
  3. Downtime, setups and other variability sources

The Corrupting Influence of Variability

  1. Mechanics of congestion
  2. Batching effects
  3. Buffering with WIP, capacity, service
  4. Diagnostics

Push and Pull Production

  1. The "magic" of pull
  2. Kanban
Jan A. Van Mieghem - Academic Director; Harold L. Stuart Professor of Managerial Economics; Professor of Operations Management, Managerial Economics & Decision Sciences

Gad Allon - Professor of Managerial Economics & Decision Sciences

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