BECOMING LEAN ENTERPRISE: THEORY AND CASE STUDIES
About the Programme
In lean enterprises new product and process innovations are accompanied by product and process efficiency innovations. Lean enterprises are committed to the economic principle that states market decides price of a new product or existing product. Profit is earned by cost reductions due to efficiency improvement. Lean enterprise model was demonstrated to the world by Toyota which excelled in both technology innovation and technology efficiency engineering. The excellence was visible in all functional areas. Toyota system was explained to others by Taiichi Ohno, a production manager and Shigeo Shingo, an industrial engineer. It was explained to the western audience by MIT research team. Today many companies of the world have embraced lean enterprise principles. It is confrontational global competition now and firms who do not make efforts to implement world class management practices will find it difficult to sustain their market shares. The programme provides an understanding of the theory of lean enterprise supported by various case studies from the literature.
Objectives of the Programme:
The participants will:
• appreciate the importance of lean enterprise concept
• get conversant with principles of lean enterprise
• become aware of implementation in various companies through case studies.
- Toyota lean enterprise system (Descriptions by Taiichi Ohno, Yasuhuri Monden, and Jim Womack and Dan Jones
- Lean system design - Principles and Action Plan Proposed by Shigeo Shingo (Celebrated Japanese Industrial Engineer) and Jim Womack and Dan Jones (Lean Thinking Specialists)
- Toyota style industrial engineering (Taiichi Ohno and Shigeo Shingo)
- Total productivity management (Japan Management Association)
- Lean manufacturing
- Lean product design
- Lean supply chain design
- Lean marketing and retailing
- Total industrial engineering ( Prof. Yamashina - World Class Manufacturing Consultant)
For Whom Meant
Operating executives in manufacturing, product design, supply chain, marketing and industrial engineering departments/functions.
Duration: 5 days
Starts on 19.May 2014
Ends on 23 May 2014
Faculty: Dr. K.V.S.S. Narayana Rao, Professor, NITIE
The Programme is listed at number 40 in the NITIE MDP Brochure: http://www.nitie.edu/MDP%20Calendar%20Final_2014-15.pdf
The programme can be offered as a company based programme or unit based programme in the premises of a company with 25 persons as participants in the batch. If you are interested, please send an email to kvssnrao55 at the rate gmail.com.
Prof K.V.S.S. Narayana Rao is a graduate in mechanical engineering, post graduate in industrial engineering and doctorate in capital markets, with professional experience in manufacturing industry and stock broking industry. His academic involvement includes areas: basics of industrial engineering, strategic aspects of industrial engineering, lean management and thinking, logistics management, inventory control, cost management, management accounting, engineering economics, production planning and control, operations research, financial accounting, cost accounting, security analysis and portfolio management, financial management and mergers acquisitions. He has addressed recently Tata Steel executives on the topic Lean Management for Productivity Enhancement.
Prof Rao brings a multidisciplinary approach in his training programmes combining engineering, management, economics, accounting and finance. He is also involved in teaching research methodology and review of research in management at the PhD level. He is also a renowned blogger on management and industrial engineering.
The details of fee etc. for unit based programmes are also given in the NITIE MDP Brochure:
Lean Thinking - James Womack and Daniel Jones - Book Summary
Lean Enterprise - Management Companies - Case Studies
The Lean Enterprise: From the Mass Economy to the Economy of One (Google eBook)
Springer, 04-Aug-2012 - 283 pages
The book is divided into three parts.
Part I. The Rising economy of “one” gives an overview of what is changing in the system of production, it refers to the weakening role of central planning and the rising power of individuation in the value creation chain.
Part II. Lean Enterprise in theory refers to the principles of lean thinking. It presents a practice proven method for achieving a lean integrated demand and supply chain and analyses in detail the related implementation steps. Criteria for a successful transformation of a company into a lean state are presented.
Part III. Lean Enterprise in practice provides a number of implementation cases in different types of production companies using the method presented in Part II. The goal is to help the reader comprehend how the method can be applied to real lean implementation situations in resolving various issues, ranging from production to the supply chain.
The Elusive Lean Enterprise
Keith Gilpatrick, Brian Furlong
Trafford Publishing, 2004 - - 272 pages
The Elusive Lean Enterprise was written by Lean Enterprise Consultants who provide candid discussion regarding the difficulty companies are likely to have implementing the dynamic process improvement program.
Lean Enterprise Resources in ITC Library
Industrial Engineering Knowledge Revision Plan - One Year Plan
January - February - March - April - May - June