Course: Six Sigma and Lean Management (Operations elective)

Credit : 3
Term - V (2013-15)
Faculty: Prof. Rajendra Todalbagi
Why lean and six sigma?
In a continuous quest to satisfy and delight a customer whether a manufacturing or services
business, along with providing highest quality product/service, it is also imperative to improve
the operating efficiency of any business enterprise to stay competitive, relevant and improve
business profitability. Overtime Industry has been adopting various tools and techniques to
accomplish the same. In this direction, there has been a continuous innovation in process
management as well as quality management. Process management has evolved from
craftsmanship to mass production and quality management has evolved from quality control to
quality assurance to total quality management till the early twentieth century. Later part of the
twentieth century has seen the adoption of six sigma and lean management as important tools
to accomplish operational excellence which are pioneered by Motorola and Toyota
respectively.
Lean is all about eliminating waste while Six Sigma methodology can be used from problem
solving to breakthrough business transformation and gives a new paradigm for measuring
quality by measuring defects.
Course coverage and objectives: This course gives a thorough understanding of Toyota
Production System, lean principles, and application of lean principles to manufacturing/services
businesses and six sigma. It exposes students to various concepts of TPS & Lean, and application
of lean tools and techniques for transforming an enterprise in to a lean enterprise and get a
competitive advantage and achieve operational excellence. It also exposes an individual to a
new paradigm of how six sigma as a concept helps to measure quality of a product/process by
measuring defects in a product/process. One is also exposed to complete methodology of six
sigma project management. It further equips to use six sigma as a problem solving tool as well
as breakthrough business improvement tool.

Pedagogy
Lectures, Interactions, Case discussions, Project Work and Presentations.

Course outline and session plan:

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4.

History of lean, lean philosophy, lean principles & TPS, lean tools and application
Waste - definition, identification and elimination, 3Ms and seven types of wastes
Lean Tools - 5S - Work place organization and standardization
Kaizen - Continuous improvement, Kaikaku ( Transformation of mind) &
Kakushi(Innovation)
5. Process flow mapping and Value stream mapping
6. Cycle time and takt time
7. GEMBA, Genchi Gembutsu, Multifunction worker
8. JIT and PULL production, Heijunka (Production levelling)
9. KANBAN, SMED, Continuous flow production, Jidoka (Autonomation), Pokayoke, Andon
10. Case study of lean Implementation Siemens Kalwa plant, Mumbai
11. History of six sigma, Basic concepts, defects, DPMO,DPO,RTY(Rolled through put
yield),COPQ(Cost of poor quality)
12. Implementing six sigma, enterprise wide six sigma rollout, project selection and
prioritization, developing the project charter
13. Capturing VOC (voice of customer) and its relevance, Kano model and customer delight
factors
14. Process mapping using SIPOC/COPIS model
15. Application of basic quality tools- CTQ matrix, FMEA,RCA, Fishbone and Pareto, Process
capability indices
16. Linking six sigma projects to strategies, Project management using DMAIC and DMADV
models
17. Case discussion: Six sigma journey of Motorola, GE, Allied signal, Wipro, Genpact.
Course evaluation:
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5.

Class participation
Quizzes
Midterm exam
Group work/presentations
End term examination

- 15 marks
- 15 marks
- 20 marks
- 20 marks
- 30 marks

References:
1. Gitlow, Oppenheim ; Quality Management; 3rd edition; Tata McGraw Hill (2008)
2. James P. Womack, Daniel T. Jones; Lean Thinking, Banish waste and Create wealth in your
corporation; Simon & Schuster UK Ltd, 2003
3. James P. Womack & Daniel T. Jones & Daniel Roos; The Machine that changed the world ; How
Lean production revolutionized the global car wars; Simon & Schuster UK Ltd, 2007
4. Jeffrey K. Liker ; The Toyota Way; TMH publication (2004)
5. Masaki Imai; Kaizen, The key to Japan's competitive success ; Mc-Graw Hill publications (1991)
6. Robert Maurer; The spirit of Kaizen; TMH , 1st edition (2012)

7. S. R. Devadasan, V. Mohanshivakumar, R. Murugesh, P.R. Shalij; Lean and Agile Manufacturing;

PHI publications (2012)
8. N. Gopalkrishnan ;Simplified Lean Manufacture ; PHI Publication (2012)
9. Dale H.Besterfield, Hemant Urdhwareshe, Mary Besterfield-Sacre, Carol Besterfield-Michna,
Rashmi Urdhwareshe, Glen H. Besterfield; Total Quality Management, (Revised Edition) 3rd
Edition (Paperback), TMH Publication (2011)
10. Thomas Pyzdek, Paul Keller; The Six Sigma Handbook 3rd Edition; Tata McGraw - Hill Education
(2010)
11. Mikel J Harry & Richard Schroeder ;Six Sigma : The breakthrough management strategy; RHUS
publisher (2006)
12. Roderick A. Munro, Matthew J. Maio, Mohamed B. Nawaz, GovindarajanRamu, Daniel J.
Zrymiak;The Certified Six Sigma Green Belt Handbook; Pearson publication (2008)
13. Peter Pande, Robert Neuman, Roland Cavanagh; The Six Sigma Way : How GE, Motorola and
Other Top Companies are Honing their Performance 1st Edition; Tata McGrew Hill (2003)
14. URDHWARASHE Hemant; Six Sigma for Business Excellence : Approach Tools and
Applications ;Pearson (2010)
15. N. Gopalakrishnan; Simplified Six Sigma: Methodology, Tools And Implementation; PHI Learning
Pvt.Ltd (2012)

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Course administration and policy

Following ground rules to be followed and adhered to strictly:
1. Students are expected to enter in to the class before the class starts.
2. Mobile phones to be kept in switch off mode.
3. Assignments/exercises to be submitted on-time and no negotiation on decided
timelines.
4. Prior reading of topic is expected for meaningful participation in classroom discussion
and other exercises.
5. Students are expected to observe general discipline and decorum in the class.
General Instructions:
1. Students are welcome to meet the course faculty with prior appointment.
2. Check emails regularly for any course instructions which are given from time to time
during the course.
3. The reading material is not a substitute for text book/ reference book nor is claimed to
be an exhaustive of related information. Preparations for any evaluation exercise
should be based on external sources along with the reading material provided by the
course instructor.
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