Engineering

Management

MSE507
Lean Manufacturing

Introduction
Lean Thinking versus Muda

Learning Objectives

Present an overview of lean manufacturing concepts

Introduce methods and tools designed to put these concepts

to work in a manufacturing environment

This course will discuss the basic principles of:

Lean
Value
The technical value stream
Flow
Pull, and
Perfection

Compare and contrast lean with the Theory of Constraints and

Quick Response Manufacturing

Background and Purpose

Value is a key attribute of the technical professional is his/her

emphasis on and interest in professional values and goals
rather than those of an organization.

Lean thinking principles are emerging as a method to improve

the flexibility, reliability, and profitability of enterprises worldwide.

Lean thinking is being used to reduce setup times, lot sizes, and
inventories.

Lean is all about removing waste in the enterprise.

In time as well as cost. As enterprises have reduced costs and
improved quality, the primary competitive measure is the ability to
respond to the customer

Required Textbooks

Lean Thinking : Banish Waste and Create Wealth in Your

Corporation
Womack, James P. and Jones, Daniel T. (2003)
New York: Simon & Schuster
ISBN: 0-7432-4927-5

Learning to See Version 1.3

Rother, Mike Shook, John Womack, James and Jones, Dan. (1999)
Lean Enterprises Inst Inc.
ISBN: 0966784308

Cellular Manufacturing: One-Piece Flow for Workteams (Shopfloor

Series).
Productivity Press; 1st edition (1999)
Productivity Development Team
ISBN: 156327213X

Textbook 1

Lean Thinking : Banish Waste and Create Wealth in Your

Corporation
Hardcover
List Price: $30.00
ISBN: 0-7432-4927-5

Textbook 2

Learning to See Version 1.3

Spiral-bound paperback
List Price: $50.00
ISBN: 0966784308

Textbook 3

Cellular Manufacturing: One-Piece Flow for Workteams

(Shopfloor Series)
Paperback
List Price: $25.00
ISBN: 156327213X

My Contact Info

David Shternberg

E-mail Address (use all three)

CSUN - david.shternberg@csun.edu
Home ds823@aol.com

Phone Numbers
Cell 818-599-9944

Office Hours
6:00-7:00PM Thursdays
JD 3310
By Appointment Only

My Work Experience

Israeli Air Force

Israeli Aircraft Industries 1984-1986

General Manager

Eaton Aerospace, Los Angeles July-2006 Jan 2011

Manufacturing Manager
Mfg Eng & Fabrication Focus Factory Manager
Manufacturing and Sustaining Engineering Manager

Maintco Corporation, Burbank, Aug-2005 July 2006

Mfg Engineer, Producibility Mgr, Lean & Cont Improvement Mgr

Eaton Aerospace, Los Angeles Jan-2004 - July 2005

Ground test inspector

CRANE Hydro-Aire, Burbank CA 1986-2003

F-16 Mechanic 1980-1981

F-16 Mechanical Systems Instructor 1981-1984

Manufacturing Engineering Manager

Supply Chain Manager
OpEx Manager

Meggitt Control Systems, N. Hollywood Jan 2011 Present

Director of Operational Excellence

My Academic Records

Holtz Academy of Aviation Technology, Tel-Aviv, Israel 1975-1980

Certified Aircraft Technician
Associate Engineer

Santa Monica College 1989-1993

AA Degree

California State University, Northridge 1994-1999

BS Mfg Systems Engineering

California State University, Northridge 2001-2003

MS Mfg Systems Engineering & Management

Part-time MSEM faculty member since Jan 2004

Class Material

Website URL
http://www.csun.edu/~shternberg/mse507.htm

MSE507 Course Page

Login: shternberg
Password: mse507

Class Syllabus
PowerPoint Presentations
Schedule of classes
My E-mail and phone numbers

Reading Assignments

Essential for interaction and understanding

Read assigned chapter prior to class
Prepare to discuss issues/questions
Preparation will make the course more interesting
Pop-quiz may be given

25 %
25 %
35 %
5 %
10 %

Course Performance
Evaluation Structure

Mid-Term
Final Exam
Team Research Project
Attendance and professionalism
Participation and active learning (based in part
on Partnership Peer Review Reports)

Letter-Grade Scale
Plus/Minus will be used

Score

Grade

Score

Grade

90-100

70-74

88-89

A-

68-69

C-

85-87

B+

60-67

80-84

58-59

D-

78-79

B-

0-57

75-77

C+

Student Roles & Responsibilities

Attend class sessions and to be prompt
Be a team player
Submit original work only

I was a student too

Be considerate and respectful of one another

Get the job done right and on time
Budgeting 5-6 hours per week for this course, in addition to
class attendance, is not unreasonable

Course Overview

Muda

Muda means waste

Any human activity which absorbs resources but creates no
value
Mistakes which require rectification
Production of items no one wants so inventories and
remaindered goods pile up
Processing steps which arent actually needed
Movement of employees and transport of goods from one place
to another without any purpose
Groups of people in a downstream activity standing around
waiting because an upstream activity has not delivered on time
Goods and services which dont meet the needs of the
customer

Lean Thinking

Powerful antidote to muda

Provides a way to specify value
Line up value-creating actions in the best sequence
Conduct these activities without interruption whenever someone
requests them
Perform them more and more effectively
Lean thinking is lean because it provides a way to do more and
more with less and less

Less human effort

Less equipment
Less time
Less space

Coming closer and closer to providing customers with exactly

what they want

Lean Thinking
Make work more satisfying by providing immediate feedback
on efforts to convert muda into value
Create new work rather than simply destroying jobs in the
name of efficiency
Lean thinking steps:

1. Precisely specify value

2. Fully map the value stream for a specific product, and eliminate
wasteful steps
3. Make the remaining, value-creating steps flow continuously
Require complete rearrangement of your mental furniture

4. Let the customer Pull the product from you as needed

5. Continuously improve to reach perfection

Step 1 - Specify Value

The critical starting point for lean thinking

Value can only be defined by the ultimate customer
Only meaningful when expressed in terms of a specific product
(a good or a service, and often both) which meets the
customers needs at a specific price at a specific time.
Value is created by the producer
From the customers standpoint, this is why the producers exist
Lean thinking must start with an attempt to precisely define
value in terms of specific products with specific capabilities
offered at specific prices through a dialog with specific
customers
Providing the wrong good or service the right way is muda

Step 2 - Identify the Value Stream

The value stream is the set of all specific actions required to
bring a specific product (goods, services, or both)
Through the three critical management tasks of any business:

Problem solving task from concept through detailed design and

engineering to production launch
Information management task from order taking through detailed
scheduling to delivery
Physical transformation task from raw materials to a finished
product in the hands of the customer

Identifying the entire value stream for each product (or product
family) is the next step in lean thinking

Step 2 - Identify the Value Stream (cont.)

Value stream analysis will almost always show the three types
of actions are occurring along the value stream:
1. Unambiguously create value
2. Create no value but necessary with current technologies and
assets (type One muda)
3. Create no value and could be removed (type Two muda)

Lean enterprise a continuing conference of all concerned

parties to create a channel for the entire value stream,
removing all the muda

Flow

Make the remaining, value-creating steps of the process flow

Redefine the work of functions, departments, and firms
Create single piece flow instead of batch processing
Ensure positive contribution to value creation
Speak to the real needs of employees at every point along the
stream so it is actually in their interest to make value flow

Pull
Let the customer pull the product from you as needed rather
than pushing products, often unwanted, onto the customer
The demands of the customer become more stable when they
know then can get what they want right away
Pull system is more responsive to changes then push systems

Perfection

There is no end to the process of reducing effort, time, space,

cost, and mistakes while offering a product which is ever more
nearly what the customer wants

Lean Manufacturing Cycle

SPECIFY
VALUE

IDENTIFY THE
VALUE STREAM

2
CONVERT
PUSH TO PULL

4
3
FLOW

Step 5 CONTINUOUSLY IMPROVE

Getting value to flow faster always exposes hidden muda in
the value stream.
The harder you pull, the more the impediments to flow are
revealed so they can be removed.

Homework Assignment
Lean Thinking Chapter 1
Value
Pages 29-36

1.
2.

Question:
What do customers consider as value? Give examples
Explain why we need to define what value is before we
start any performance improvement.

Questions? Comments?