C . T . Bauer C o ll ege o f Busi ness Suppl y C hai n Managem ent
D epar tment o f D ec i si o n an d Info r mati o n Sci ences
Managing Productivity and Quality
Mondays and Wednesdays (Melcher 114) Fall Semester, 2014 Professor: E-mail: Office: Office Hours: Course Website: LinkedIn: Course Materials: Books: Widely available at a discount through online retailers such as amazon.com The Lean Toolbox: The Essential Guide to Lean Transformation, Fourth Edition John Bicheno & Matthias Holweg, PICSIE, 2008/2009 Velocity: A Business Novel Dee Jacob, Suzan Bergland, and Jeff Cox, Free Press, 2010 The Memory Jogger 2, Second Edition Michael Brassard and Diane Ritter, Goal/QPC, 2010 (www.goalqpc.com) The Lean 6 Sigma Deployment Memory Jogger, Second Edition Jaime Villafuerte, Goal/QPC, 2013 (www.goalqpc.com) Cases and Articles: HARVARD BUSINESS REVIEW: https://cb.hbsp.harvard.edu/cbmp/access/27592786
NOTE: HBR articles and cases must be purchased to comply with copyright restrictions
Dr. Bradley Miller bmiller11@uh.edu Melcher Hall, Room 270A Immediately following class or by appointment Blackboard http://www.linkedin.com/pub/bradley-miller/63/7a5/66a/
UH LIBRARY: http://guides.lib.uh.edu/MPQ (free) BLACKBOARD: Course Documents Folder (free)
Course Notes & Resources Note slides are posted to Blackboard (Course Lecture File) prior to each class meeting Practice Problems, FAQs, Exam Reviews, Project Assignments are updated frequently Technology Microsoft Office: Word, Excel REQURED: For use on examinations, each student must own a basic-function calculator. This calculator must include the basic functions of +, -, x, ÷, and √. At a maximum, the calculator may also include functions for %, m, +/-. Calculators of this type are available for less than $5. “Borrowing” the professor’s calculator during an exam will “cost” you 5 class participation points.
Course Description:
Successful business operation involves coordinating the efforts of a variety of people toward common goals. As organizations grow and develop, the complexity of the way work gets done tends to increase. As a result, managers are increasingly challenged to make decisions that have the highest probability of achieving desired results. During this course, students will learn to manage the operating capabilities of a variety of organizations within both service and manufacturing environments through the utilization of process design, measurement, analysis and improvement techniques from a systems perspective. Through a combination of lectures, in-class exercises, case studies, demonstrations, simulations, and out-of-class projects, students will practice managing and facilitating the improvement of quality and process effectiveness.
Expected Course Outcomes:
At the conclusion of this course, students will be expected to: Define and recognize the key characteristics of a business process Utilize Lean, Six Sigma, and Theory of Constraints concepts concurrently Understand the role of management for facilitating process improvement Be able to influence the behaviors and attitudes contributing to organizational culture Evaluate the causal interconnections within a process Communicate process analysis, plans, and results logically and concisely Account for process variability when evaluating a process Utilize statistical analysis in addressing quality and reducing variation Utilize analytical process improvement tools within a variety of business situations Analyze business processes from a systems perspective Evaluate the causal interconnections within a process Utilize process analysis methods for prioritizing and developing process improvements Be able to lead a team in a process improvement initiative Understand the similarities and differences in evaluating and managing processes within a service and manufacturing environment
Course Guidelines:
Academic Integrity Policy: Any material submitted for course credit must be your own work if it is an individual-based assignment or the work of your team if it is a group-based assignment. Students are not permitted to discuss, read, etc. the work, thoughts, and ideas regarding the cases or exams with other students (or another team for group case work). If outside references are used, they must be properly referenced. Academic misconduct is a serious threat to the integrity and value of your degree. The instructor will strictly follow the University of Houston Academic Honesty Policy (as outlined in the University of Houston Student Handbook) in areas of plagiarism, fabrication, cheating, and other forms of academic misconduct. Suspected cases of academic misconduct will be reported to the University Registrar. Typical penalties include a failing grade in the course and academic probation. Penalties for violating the University Academic Honesty Policy may include dismissal from the University. Disability Accommodation: If you need an accommodation based on either a temporary or permanent disability or limitation, notify the instructor and register with the University of Houston Center for Students with DisABILITIES (CSD: www.uh.edu/csd) within the first week of class. The instructor will rely on the CSD for assistance in verifying need and developing accommodation strategies.
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Class Attendance: While I do not require class attendance, there is no substitute for class attendance.
Each student is responsible for all material presented, assigned, or collected during this course, regardless of whether absent or present.
The instructor will not be responsible for re-covering or supplementing material presented during a missed class. If you are going to be absent from a class session, please contact a friend in the class to take notes, tell you about assignments, and teach you the material covered during that missed class. Late attendance is not only unprofessional, but it is distracting to a presenter. Punctuality is strongly valued in a business setting and communicates respect for the participants of any meeting. This class will begin promptly at the starting time listed in the course schedule. Often, case examples or demonstrations will occur during the first few minutes of class that will provide a context for the topics discussed during a class session. Therefore, on-time attendance is essential for getting the most from the course. Examinations: Examinations are closed book, closed notes. An instructor-provided formula sheet and applicable data tables will be attached to the examination. Each student must bring their own basic-function calculator, erasers, pencil sharpeners, and writing instruments. Sharing of materials is prohibited. The examinations are to represent only the work of the individual student. No outside assistance (discussion with peers, cheat sheets, etc.) is permitted. Cellular phones, smart phones, laptops, PDAs, MP3 players, hand-held computers, graphing calculators, scientific calculators, business calculators, and electronic devices other than basic function calculators are not permitted during the examinations. The instructor provides a detailed review sheet prior to each examination which outlines the primary topics and problem types to be covered on the exam. Examination Procedures: A detailed description of the procedures to be followed has been posted on Blackboard. These procedures will be strictly followed in order to minimize disruptions and to encourage academic honesty. Each student must be familiar with these procedures prior to attending an examination. NOTE: Students may borrow a calculator from the instructor during exams (while supplies last) at the “cost” of 5 points deducted from their final class participation grade. Attendance at Examinations:
Attendance at all examinations is required and absences are not excused. Each student must attend the examinations during the section to which they have enrolled. Accommodations for makeup, late, and early examinations have not been made. Business related absences are not excused. Routine illnesses are not excused. These important dates are highlighted in the syllabus. Arrange to clear your schedule now. The instructor strongly suggests arriving to the examinations early to both avoid rush hour traffic and unforeseen delays (such as a flat tire or road construction). Absences to an examination will result in a grade of 0 for the missed examination.
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Group and Individual Projects You will be required to complete two projects during this course; one within a project group and the other as an individual. A physical, hard-copy of the Project Report is due before the end of the class period in which it is due. Late assignments will not be accepted. After being turned in, reports may not be modified. Details of the project assignments, grading rubrics, and example projects may be viewed in the project assignment folder on Blackboard. The work included within student assignments must be the original work of the student(s), created without assistance from outside sources. Online Reading Assignment Quizzes The breadth of material covered in this class will require that you not only obtain knowledge from the lectures, but also read the course material to gain a full understanding of the topics. Because of the amount of outside reading required in this course (and to help you to do well on the exams), weekly quizzes will be administered on Blackboard with a “due date” of 10am on the first class day of the week. Quizzes will not be accessible after the due date and missed quizzes are not excused. Each quiz will cover material taken from the reading assignments listed in the syllabus for the previous week. After submitting your quiz, modifications of your answers are not permitted. The lowest quiz score will be dropped from calculating your Participation Average. Late assignments, projects and quizzes will not be accepted for any reason.
Performance Evaluation Criteria:
Examination 1 Examination 2 Examination 3 Group 5S Project and A3: 100 points 100 points 100 points 100 points x Multiplier
NOTE: At the conclusion of the project, the Group Project Peer Review will be used to calculate a project grade multiplier. Deviations from a 100% multiplier will be considered only when a majority of the team members agree that one or more team members did not contribute equitably to the project.
Individual Control Chart Project: Class Participation (Average Quiz & Assignment Score):
100 points 100 points
Each online quiz and assignment will be weighted equally; Drop the lowest quiz score Turning in the initial Individual Project Excel sheet (mid-semester) will count as 2 quizzes. This assignment score cannot be dropped. If you “rent” a basic function calculator during an exam, your overall participation grade will be reduced by 5 points for each exam in which you rent a calculator.
NOTE: To calculate your final grade, add all points earned and divide by 600. Grading: Grades will not be curved or rounded up. A description of the instructor’s policy on assigning final grades has been posted on Blackboard. Your expectations for assignment and examination grades should be based upon the grade you expect to receive in the class, not on your relative performance to classmates. The grading scale is as follows: ABCD90.0 – 92.9 80.0 – 82.9 70.0 – 72.9 60.0 – 62.9 A B C D F 93.0 – 100 83.0 – 86.9 73.0 – 76.9 63.0 – 66.9 Below 60.0 87.0 – 89.9 77.0 – 79.9 67.0 – 69.9
B+ C+ D+
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Velocity (Chapter)
Day Mon
Date Aug 25
DMAIC -
Process Category Introduction
Title/Topics Course Introduction Explanation of Course Policies and Projects Defining Processes Customer Focus Defining Lean, Six Sigma, and TOC Historical Perspective
Support Materials Due Dates ARTICLE: Six Sigma vs Lean
Lean Toolbox (Chapter/ Section) 1
Lean 6 Sigma Memory Jogger iv-xiv
1
2
Wed
Aug 27
-
Introduction
ARTICLE: Value-Driven Process Management
2 4.5.3
4.1 18
1
Ch. 1
September 1 – Labor Day – No Class Traditional Versus Modern Process Perspective Importance of Culture Management’s Role Identifying Waste Value-Added Work Muda, Muri, Mura Visual Management 5S Problem Solving Template A3, PDCA, DMAIC First Things First Check Sheets Pareto Diagrams 5S Project Workshop Visualizing Variation Run Charts Common Cause vs Special Cause ARTICLE (On Blackboard): Condensed Lean Behavior Articles Individual Assignment Dropbox: Predictions for Control Chart Project Project Groups Selected 3.9.1 4.5 5.1 - 5.2 5.7 - 5.8 13.1 - 13.4 2.3 3.3 - 3.6 3.7.2 3.8 3.9 6.9 6.5 - 6.7
3
Wed
Sept 3
-
Process Management
2
4
Mon
Sept 8
Define
Process Mentality
3
Ch. 3
5
Wed
Sept 10
Define
Process Mentality
ARTICLE: Clean House With Lean 5S ARTICLE: Toyota’s Secret: The A3 Report
4
57-67
6
Mon
Sept 15
Define
Process Improvement
12.1 12.7
5
17-29
7
Wed
Sept 17
Define
-
5.6 8.6.1 ARTICLE: Managing Variability: Process Control and Process Capability
6
30-31
46-52 122-135
8
Mon
Sept 22
Measure
Process Measurement
11.1 - 11.3
7
182-187
Memory Jogger II
Class
Velocity (Chapter)
Day Wed
Date Sept 24
DMAIC Measure
Process Category Process Measurement
Title/Topics Six Sigma Statistics Process Control Process Capability Control Charts: Individuals and Moving Range Averages and Ranges Using Excel to Create and Evaluate Control Charts Analyzing Control Chart Data Control Chart Project Overview
Support Materials Due Dates ARTICLE: Managing Variability: Process Control and Process Capability ARTICLE: Managing Variability: Process Control and Process Capability NOTE: Blackboard Reading Quiz includes Velocity Chapter 11
Lean Toolbox (Chapter/ Section) 11.4 - 11.7
Lean 6 Sigma Memory Jogger
9
8
62-63 173-177
10
Mon
Sept 29
Measure
Process Measurement
9
53-63
11
Wed
Oct 1
Measure
Process Measurement
10
12
Mon
Oct 6
Analyze
Process Analysis
11
13
Wed
Oct 8
Examination 1: Attendance Required
NOTE: Blackboard Reading Quiz on Pencil Pushing Case A due by Class 14
14
Mon
Oct 13
Analyze
Process Visualization
Value Stream Mapping: Current State Map The Benefits of One Piece Flow Constraint Management SMED – Using Value to Redesign a Process Discovering the Root Cause 5-Whys Interrelationship Diagraph
CASE: Case of the Pencil Pushing Process A
7.1 - 7.4.5
12
45-51, 56
15
Wed
Oct 15
Improve
Process Systems
Group 5S Project A3 Due
4.5.4 10
13
75-76
16
Mon
Oct 20
Improve
Process Improvement
6.8 9.3.8 ARTICLE: Curse of the Super-Fish-Al ARTICLE: Bringing the Fishbone Diagram Into the Computer Age
14
79-80
17
Wed
Oct 22
Improve
Problem Solving
12.2
15
32-38
34-45 101-111
6
Memory Jogger II
Class
Velocity (Chapter)
Day
Date
DMAIC
Process Category
Title/Topics
18
Mon
Oct 27
Improve
Process Layout
Process Innovation: Process Layout, Work Cells, Pull, Kanban
19
Wed
Oct 29
Improve
Process Improvement
Value Stream Mapping: Future State Map
Support Materials Due Dates ARTICLE: Lean Thinking in the Office Individual Assignment Dropbox: Turn in Excel File with 30-35 points of project data and initial Control Charts CASE: The Case of the Pencil Pushing Process B NOTE: Blackboard Reading Quiz includes Velocity Chapter 18 and Pencil Pushing Case C CASE: The Case of the Pencil Pushing Process C CASE: The Case of the Pencil Pushing Process D ARTICLE: The Lean Service Machine
Lean Toolbox (Chapter/ Section)
Lean 6 Sigma Memory Jogger
8.1 - 8.5.3 8.5.7-8.6.0 9
16
77-78, 85-88
17
20
Mon
Nov 3
Measure
Process Measurement
Special Considerations in Value Stream Mapping Value Stream Mapping Process Improvement in Service Processes Spaghetti Diagrams
18
21
Wed
Nov 5
Analyze Improve
Process Visualization
7.4.6 7.4.12 7.4.13
54-55
22
Mon
Nov 10
Examination 2: Attendance Required
Improve Process Improvement Process Continuous Improvement: Kaizen ARTICLE (on Blackboard): Expectancy Value Theory 12.3 12.5 19 6-9
23
Wed
Nov 12
24
Mon
Nov 17
Improve
Process Quality
Preventing Errors from Occurring Influencing Behavior Poka-Yoke
ARTICLE: Make Your Service Fail-Safe
11.8
20
68-69
7
Memory Jogger II
Class
Velocity (Chapter)
Day
Date
DMAIC
Process Category
Title/Topics
Support Materials Due Dates Individual Control Chart Project Due in Class Individual Assignment Dropbox: Control Chart Excel File Due on Blackboard ARTICLE: Read a Plant – Fast NOTE: Quiz due by 10am prior to class 27 to include the Ritz-Carlton Case
Lean Toolbox (Chapter/ Section)
Lean 6 Sigma Memory Jogger
25
Wed
Nov 19
Improve
Decision Processes
Evaluating Complex Decisions Prioritization Matrix
136-145
26
Mon
Nov 24
Control
Process Evaluation
Process Evaluation Process Measures Layered Process Audit
7.5 17
89-93
November 26 – 29 Thanksgiving Holiday Integrating Lean, Six Sigma, and TOC Compare and Contrast Manufacturing and Services
27
Mon
Dec 1
-
Review
CASE: The Ritz-Carlton Hotel Company
28
Wed Wed Mon Mon
Dec 3 Dec 17 Dec 15 Dec 15
Class Content To Be Determined
10:00am section – Examination 3: Attendance Required (exam begins at 11am) 11:30am section - Examination 3: Attendance Required (exam begins at 11am) 1:00pm section Examination 3: Attendance Required (exam begins at 2pm)
The stated schedule and procedures in this course are subject to change at the instructor’s discretion in the event of extenuating circumstances.
Continued enrollment in this course indicates that the student has carefully read the syllabus and assumes responsibility for meeting these course requirements. 8
Memory Jogger II
Class 