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Cochran, Schmidt, & Barnes (2013) Building an Integrated Leadership and Lean System Design Master’s Degree
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Cochran, Schmidt, & Barnes (2013) Building an Integrated Leadership and Lean System Design Master’s Degree

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Presented at the 2013 Lean Educators Conference at Ohio State University on October 4th 2013.

Presented at the 2013 Lean Educators Conference at Ohio State University on October 4th 2013.

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  • Speaker: David
  • Speaker: David
  • Speaker: David
  • Speaker: David
  • Speaker: Gordon
  • Speaker: Gordon
  • Speaker: Gordon
  • Speaker: Gordon
  • Speaker: Jason
  • Speaker: Jason
  • Speaker: Jason / David
  • Speaker: David
  • Speaker: David
  • Speaker: Gordon
  • Speaker: Gordon
  • Speaker: Gordon

Cochran, Schmidt, & Barnes (2013) Building an Integrated Leadership and Lean System Design Master’s Degree Cochran, Schmidt, & Barnes (2013) Building an Integrated Leadership and Lean System Design Master’s Degree Presentation Transcript

  • David Cochran, Ph.D. Gordon Schmidt, Ph.D. Jason Barnes, M.S. Indiana University-Purdue University Fort Wayne BUILDING AN INTEGRATED LEADERSHIP AND LEAN SYSTEM DESIGN MASTER’S DEGREE
  • STATE OF “THE ART” • Companies need engineers and managers who understand Lean principles. • Engineers are taught mostly to “fix” a problem with the product, not with the process or the company. • Leadership and systems knowledge must go hand in hand.
  • CENTER OF EXCELLENCE IN SYSTEMS ENGINEERING • Mission: • Offer IPFW students an education in Systems Engineering that enables the student to lead enterprise change and develop superior products. • Provide the industries and enterprises of Northeast Indiana with the Systems Engineering leadership and research facilities to sustain and grow their businesses. • Currently offers master’s degree specializing in Systems Engineering.
  • OUR VISION: INTEGRATING THREE ASPECTS OF SYSTEMS • Product systems: • Traditional SE focuses on the lifecycle of a product. • Enterprise systems: • The company or organizational design should also be considered a system (the value stream). There is a need for a language for system design. • Leadership: • Leaders provide the common vision for design development, implementation, and use. This must be achieved through collective agreement.
  • DEPARTMENT OF ORGANIZATIONAL LEADERSHIP & SUPERVISION • Mission: • To integrate theory and practical application in developing leaders for roles in the dynamic organizational environment of the 21st century. • Located in the College of Engineering, Technology, and Computer Science. • Has associate’s, bachelor’s, and master’s degrees in Leadership. • Teach future leaders and HR professionals in Northeast Indiana.
  • THE IMPORTANCE OF LEADERSHIP • Goal: • Preparing leaders to lead workers in creating and sustaining an environment of continuous improvement • Crucial concepts: • Empowerment, Shared Leadership, Transformational Leadership, Path-goal Leadership, Goal Setting, Motivation, Engagement, Teamwork
  • John: The CounterWill: The GrillTed: The ManagerWelcome! This restaurant is losing money due to a lot of waste. Orders often have mistakes and take longer than they should to get out to the customers. How should the manager Ted approach the problem to reduce the overall system waste? EXAMPLE ORGANIZATION: BRUTUS’ BUCKEYE BURGERS
  • BRUTUS’ BUCKEYE BURGERS: AT THE GRILL Will only cooks three burgers at a time. There are many times when Will is doing nothing but watching the burgers, even though extra grill space may be available and orders waiting. Ted realizes that Will is inefficient and has him load the grill until it is either full or there are no more orders waiting. No more waste… right?
  • BRUTUS’ BUCKEYE BURGERS: AT THE COUNTER John rings up customers’ orders and writes them on a slip of paper used as an order ticket. Then John goes back into the kitchen to hand the order to Will. Ted can’t cost justify a fancy electronic ordering system. But he has come up with an idea that cuts down on waste: John can just shout the orders to Will.
  • BRUTUS’ BUCKEYE BURGERS: SYSTEM VIEWPOINT At the counter, Ted has eliminated a means of documenting the orders, possibly adding more errors. Do the changes Ted has made at the counter and grill help reduce the restaurant’s waste? At the grill, Ted has made the operation go faster, which will only increase the number of errors in a given time. Ted has focused on improving individual operations (point Kaizen) rather than the waste of the overall system (value stream). In doing so, he has eliminated the context of the waste. Ted should instead focus on making sure that customers get what they ordered, a top-level functional requirement of this restaurant system.
  • LANGUAGE FOR COLLECTIVE SYSTEM DESIGN MFR /KPPFR PS Standard Work A PS is a hypothesis to achieve an FR Customer Needs 1st Step of Design MPS /KPP 3rd Step of Design (as needed) 2nd Step of Design 4th Step of Design (as needed) Functional Requirement Physical Solution Performance Measure (on the FR) Performance Measure (on the PS) FR PS FR2 PS2 FR3 PS3 FR1 PS1 Collective System Design may be characterized as a sequence of design relationships: Functional Requirement (FR) Physical Solution (PS) – Measure on an FR is MFR – Measure on a PS is MPS Not every FR or PS requires a measure. MFR MFR1 MFR3 MPS MPS1
  • LEARNING LOOP TO SUSTAIN ENTERPRISE DESIGN Plan (PSs) Standard Work (Hypothesis) DO (PSs) Standard Work CHECK / Study Standard Work & Measures – MFR and MPS ACT Make Changes Change FR Change PS and Update Map No Change ED Map Revised System Design Map FR1 FR2 FR3 PS1 PS2 PS3 New MFR and/or MPS
  • COURSES TO SUPPORT INTEGRATED DEGREE: SYSTEMS ENGINEERING • Organizations as Systems (new course): • Teach students to focus on the organization itself as a collective system design. • Advanced Manufacturing Systems and Processes (new course): • Lean as a system design and the resulting methods and outcomes. • Systems Engineering Management (SE 53000): • Roles and activities of the team in managing and coordinating product development.
  • COURSES TO SUPPORT INTEGRATED DEGREE: ORGANIZATIONAL LEADERSHIP • Motivation in Organizations (new course): • Learning how to motivate workers through goal setting and other motivational practices, as well as increase overall employee engagement. • Leading Others (OLS 51000): • Learning skills of being a leader with a focus on empowerment of a workforce and the mechanisms that help facilitate shared leadership. • Collaborative Projects and Teams (OLS 54000): • Learning how to develop and work within a wide variety of teams and engage in successful teamwork and shared leadership.
  • NEXT STEPS FORWARD • Creating a 2 track system for entry to the program • Students in the OLS master’s that take SE courses to do a concentration in Leadership & Lean System Design • Students in the SE master’s that take OLS courses to do a concentration in Leadership & Lean System Design • Create a detailed structural plan for program • Decide on other courses and determine what is mandatory vs. elective • Build support for the program within university • Gain support of Vice Chancellor of Academic Affairs • Increase level of support from Dean and relevant faculty
  • QUESTIONS AND DISCUSSION David S. Cochran, Ph.D. Associate Professor and Director Center of Excellence in Systems Engineering Office (260) 481-0341 Email cochrand@ipfw.edu Gordon B. Schmidt, Ph.D. Assistant Professor Division of Organizational Leadership and Supervision Office (260) 481-6549 Email schmidtg@ipfw.edu Jason Barnes Associate Director Center of Excellence in Systems Engineering Office (260) 481-6370 Email barnesj@ipfw.edu
  • THE 7 FRS OF THE ENTERPRISE DESIGN FOR STABILITY FR Description FR1 Provide a safe, clean, quiet, bright, ergonomically sound environment – fundamental FR2 Produce the work as the customer needs it – from JIT FR3 Produce what the customer wants – from JIT FR4 Do not advance a defect to the customer of the work – from Jidoka FR5 Achieve FR2-FR4 in spite of operation variation – robustness FR6 When a problem occurs in accomplishing FR2-FR4, rapidly identify the problem condition and respond in a pre-defined way – controllability FR7 Produce product with the Least Time in System