Introduction

• Background
• Logistics
• Class Survey
• Command Site
• Desired Outcomes
• Syllabus
• Course Overview

• Professor Deborah J. Nightingale

• Vision of the Future Lean Industrial Base
• Critical Enablers to Achieve Vision
• Integration

• Professor Deborah J. Nightingale

• The Integrated Enterprise, by William C. Hanson
• Lean Thinking, first part (Chapters 1 to 5), by James P. Womack and Daniel T. Jones

• Purpose of the Model
• Model Description

• Professor Deborah J. Nightingale

• From Lean Production to the Lean Enterprise, by James P. Womack and Daniel T. Jones
• Lean Thinking, Chapter 6, by James P. Womack and Daniel T. Jones

• Production System Definition
• Production System Analysis (Ford, Toyota, etc.)
• Value-Added vs Non Value-Added
• Lean Manufacturing

• Professor David S. Cochran, Mechanical Engineering Department, MIT

• A Study of the Toyota Production System From an Industrial Engineering Viewpoint, by Shigeo Shingo
• Lean Thinking, by James P. Womack and Daniel T. Jones, Chapters 7, 8 and 9.

• Value Stream Mapping Definition
• Value Stream Map Examples
• Waste

• Craig Miller, Director, Operations, Northrop Grumman

• The Processes of Organization and Management, by David A. Garvin
• Lean Thinking, by James P. Womack and Daniel T. Jones, Chapter 10

• Serial & Concurrent Product Development
• Integrated Product & Process Databases
• Product & Process Attribute Linking
• Process Structuring For Concurrency
• Complementary Tools & Techniques
• Outcomes From A Case Example

• Professor Charles W. Boppe

• Architectural innovation in product development through early supplier integration, by Kirkor Bozdogan, John Deyst, David Hoult and Malee Lucas
• Lean Thinking, by James P. Womack and Daniel T. Jones, Chapters 11, 12 and 13 (the rest of the book)

• Purpose of metrics
• Balanced Scorecard
• Process and Metric Maturity Model

• Professor Deborah J. Nightingale

• Using the Balanced Scorecard as a Strategic Management System, by Robert S. Kaplan and David P. Norton
• Linking Manufacturing Control to Management Control, by B. Douglas Clinton and Ko-Cheng Hsu
• Translating Strategy Into Action, by Marc J. Epstein and Jean-Francois Manzoni
• Linking the Balanced Scorecard to Strategy, by Alan Butler, Steve R. Letza and Bill Neale

• Improving a Manufacturing System
• History and Examples

• Professor David S. Cochran, Mechanical Engineering Department, MIT

• Production System Design and Deployment Framework, by David S. Cochran
• Integrating the Production Information System with Manufacturing Cell Design, by David S. Cochran
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapters 1 to 3

• Big Picture of Product Development
• Product and Process Definition
• Value Definition
• Information Stream Mapping
• Identification and Elimination of Waste
• Flow enabling

• Professor Deborah J. Nightingale

• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 4

• Variation Risk Management
• Current State of Industry
• Lean Variation Management

• Assistant Professor Anna C. Thornton, Mechanical Engineering Department

• More Than Just Robust Design: Why Product Development Organizations Still Contend With Variation and Its Impact on Quality, by Anna C. Thornton, Stephen Donnelly and Basak Ertan
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 5

• http://web.mit.edu/acthornt/www/
• http://web.mit.edu/afs/athena.mit.edu/org/c/consortia/keychar/acthornt/www/papers.html
• http://web.mit.edu/2.742/www/books/books.htm

• Early Supplier Involvement
• Architectural Innovation
• Case Studies

• Dr. Kirkor Bozdogan, Principal Research Associate, LAI MIT Lead for Supplier Relation Research Team

• Synchronized Supply Chains: The New Frontier, by Dr. David L. Anderson and Dr. Hau Lee
• Creating Customer Value by Synchronizing the Supply Chain, by Dr. Masud M. Arjmand and Stuart Roach
• The Payoff Potential in Supply Chain Management, by Francis J. Quinn
• Supplier Relations in Japanese Auto Industry, by M. Bensaou
• Architectural innovation in product development through early supplier integration, by Kirkor Bozdogan, John Deyst, David Hoult and Malee Lucas (if not already read)

• How To Organize For Lean
• Levels of Culture
• The Change Process
• The Teamwork Continuum
• Comparison of Behavior Attributes

• Professor Deborah J. Nightingale

• Integrating People and Technology for Supply-Chain Advantage, by Marvin L. Manheim
• Lean Behaviors, by M. L. Emiliani
• Breaking the Functional Mindset in Process Organizations, by Ann Majchrzak and Qianwei Wang
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 6

• HP experience in integrating Supply Chain Product Development
• Elements of Design Chain Engineering
• Challenges in Implementing Design Chain Solutions
• Observations and Lessons Learned
• An Approach to Implement Integrated Supply Chain Product Development

• William R. Neill, Hewlett-Packard's Collaborative Engineering Program Manager for the Americas

• Achieving Supply Chain Excellence by Balancing the Economics of Production with the Economics of Cooperation, by Mike Doyle and Bob Parker
• Creating the Agile Supply Chain, by Martin Christopher
• Organizational Learning and Purchase-Supply Relations in Japan: Hitachi, Matsushita, and Toyota compared, by James R. Lincoln, Christina L. Ahmadjian and Eliot Mason
• Japanese-Style Partnerships: Giving Companies a Competitive Edge, by Jeffrey H. Dyer and William G. Ouchi

• Interfacing vs Integrating
• State-To-State Transition

• Joe H. Mize, Regents Professor Emeritus, Oklahoma State University

• Creating Value from Business to Business Integration, by Ken Ross
• Integration of Data and Knowledge in Manufacturing Enterprise : A Conceptual Framework, by Cheng Hsu and Craig Skevington
• Functional Integration: Getting All the Troops to Work Together, case study # 9-587-122, Harvard Business School
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 7

• ERP Definition (and Contrast with MRP II)
• Enterprise Wide Functionality
• ERP and Enterprise Integration
• Results from Government/Industry Study of ERP Implementations

• Mr. Tom Shaw, Independant Management & Technology Executive Consultant, Representative for Andersen Consulting LLP

• The Real Virtual Factory, by David M. Upton and Andrew McAfee
• Information Technology / System: Manufacturing's, by Rolf-Dieter Kempis and Jurgen Ringbeck
• Manufacturing Software: Lean vs ERP, by Doug Bartholomew
• Cisco's Extended Enterprise Delivers Competitive Advantage, by Barbara Siverts
• The Role of Technology in Manufacturing, by Paul J. Staid and Paul A. Matthews
• Establishing the Enterprise Integration Logical Progression - Technology and Culture -, by Dr. Dan L. Shunk, Mr. James Ames, Mr. Terry Brumett, Ms. Susan Moehring and Ms. Beverly Ward
• An Incremental Process for Software Implementation, by Robert G. Fichman and Scott A. Moses

• Implementing Knowledge Management
• Competitive Strategy
• Knowledge Management Projects

• Professor Deborah J. Nightingale

• Successful Knowledge Management Projects, by Thomas H. Davenport, David W. De Long and Michael C. Beers
• What's Your Strategy for Managing Knowledge?, by Morten T. Hansen, Nitin Nohria and Thomas Tierney
• Opinion: What Is a Chief Knowledge Officer?, by Michael J. Earl and Ian A. Scott
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 8

• Knowledge Management - Emerging Perspectives, by Gene Bellinger (http://www.outsights.com/systems/kmgmt/kmgmt.htm)

• Lean Enterprise Focus
• Status of Transition-to-Lean Activity
• Enterprise-Level Model
• Illustration of Enterprise-Level Conceptual Framework
• Next Steps

• Professor Deborah J. Nightingale

• Leading Change: Why Transformation Efforts Fail, by John P. Kotter
• Building Your Company's Vision, by James C. Collins and Jerry I. Porras
• The Work of Leadership, by Ronald A. Heifetz and Donald L. Laurie
• Champions of Change: When Worlds Collide, by David A. Nadler and Mark B. Nadler
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 9

• Management vs Leadership
• Establishing a Sense of Urgency
• Forming a Powerful Guiding Coalition
• Creating a Vision
• Communicating the Vision
• Empowering Others to Act on the Vision
• Planning for and Creating Short-Term Wins
• Consolidating Improvements and Producing Still More Change
• Institutionalizing New Approaches

• Professor Deborah J. Nightingale

• Leveraging Processes for Strategic Advantage, by David A. Garvin
• Getting It Done: New Roles for Senior Executives, by Thomas M. Hout and John C. Carter
• Turning Goals Into Results: The Power of Catalytic Mechanisms, by Jim Collins
• The Myth of the Generic Manager: New Personal Competencies for New Management Roles, by Christopher A. Bartlett and Sumantra Ghoshal
• Translating Supply Chain Strategies Into Actions, by Robert J. Easton, Robyn H. Brown and Duncan Armitage

• Demonstrate the differences between "Push" and "Pull" manufacturing
• Show the effects on several lean metrics in the transition from mass to lean production
• Illustrate the use of Heijunka, kanban and their application in smoothing production

• Professor David S. Cochran, Mechanical Engineering Department, MIT

• The Customer Solutions Business Design, by Jack Welch
• The Machine That Changed The World, by James P. Womack, Daniel T. Jones and Daniel Roos, Chapter 10 (the rest of the book)

• Principles
• Object Computing
• e-Commerce
• Electronic Marketplace

• Professor Deborah J. Nightingale

• Implementing Supply Chain Management Information Systems in Large Enterprises, by Scott Stephens
• Interenterprise Computing Enables Supply Chain Synchronization, by Dr. David N. Dobrin and Jim Uchneat

• Monday afternoon, the class will consist of a debate on the article "Unbundling the Corporation" by John Hagel III and Marc Singer. Of course, you need to read this article before the class.
• This class will be held in room 9-057 (this is the big auditorium downstairs in the same building). Like Prof. Nightingale told you last time, Sikorski #1, Pratt #1, Ford and Xerox will be "Pro"; Sikorski #2, Pratt #2, and Boeing will be "Con". Each team should select one member to represent them. This member can be physically present or at one of the distant sites.
• At the beginning of the class, I will present a short abstract of the article. Then, each team will give their opinion (pro or con) in front of the class (through their representative). After that, each team will give a rebuttal. Then, it will be a class discussion (the real debate) on the subject.
• Before the class, you should brainstorm the issue with the other members of your team. Choose one representative for the debate. You will have to figure out if "Unbundling the Corporation" is consistent with lean or not. Don't worry, this debate will not be a formal presentation.
• The discussion will be terminated at 3:15, at which time Benjamin Arellano will give an overview of the lean actvities at Xerox in Mexico.

• Professor Deborah J. Nightingale

• Unbundling the Corporation, by John Hagel III and Marc Singer

• Definition and Framework
• Customer, Global Market, Physical Plant, Equipment and Human Resource Responsiveness
• NGM Insights

• Mr. Bill Hanson

• The Delta Model: Management for a Changing World, by Arnold C. Hax and Dean L. Wilde II
• The Age of Eclecticism: Current Organizational Trends and the Evolution of Managerial Models, by Mauro F. Guillen
• The preparation document of Mr. Bill Hanson

• Principles
• Activity Design
• Connection Design
• Pathway Design
• Problem Solving and Improvement

• Assistant Professor Steven Spear, Technology and Operations Management Unit, Harvard Business School

• Decoding the DNA of the Toyota Production System, by Steven Spear and H. Kent Bowen

Individual Assignments Description

Class Surveys

Grades