The College of Engineering: Integrative Systems + Design

Available dates

Mar 9—Apr 24, 2020
10 daysModules info
Ann Arbor, Michigan, United States
USD 6800
USD 680 per day


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About the course

Lean is More Than a Collection of Tools

Learn to be innovative, problem solve, develop eyes for waste, and practice continuous improvement.

Accelerate your Lean progress with this implementation-focused program, and demonstrate your Lean knowledge with a Certificate or Master Certificate in Lean Manufacturing. Through research- and experience-based lectures, case studies, exercises and simulations, understand how to enhance your productivity, work environment, and customer satisfaction. Practice both the essential Lean principles and the complementary tools, methods, and change management techniques that will set you and your team up for success.

Learning Objectives

  • Know how the philosophy and core methods of Lean manufacturing apply to your business
  • Value stream map the current state of your material and information flow through the value chain to understand where the added value is for the customer
  • Identify waste and its root cause in the value stream
  • Develop a future state vision of your Lean systems by using kaizens (improvement events) to eliminate the causes of waste and by identifying new ways to achieve continuous flow through manufacturing cells
  • Use the leadership skills needed to drive Lean initiatives

Lean Manufacturing Program Overview

  • Week 1 (Lean Manufacturing Essentials) remains the same for every offering and is required for both the Certificate and Master Certificate in Lean Manufacturing.
  • Week 2 (Maize or Blue) alternates with each offering, providing you the chance to choose which learning modules best fit your needs.
  • Within two years, complete a third week — whichever five-day Week 2 course you have not yet taken (Maize or Blue) — to earn the Master Certificate in Lean Manufacturing.


Week 1: Lean Manufacturing Essentials

Day 1 - Overview of Lean Manufacturing

  • Understand the key principles and benefits of lean
  • Understand continuous flow, pull, and standardized work
  • Understand value versus waste and how to identify waste
  • Participate in a hands-on simulation where you have opportunity to use lean principles to improve flow

Day 2 - Value Stream Mapping

  • Learn how to construct a current state value stream map and what data to collect for the value stream map
  • Learn how to interpret the data and the current state to identify capacity constraints, bottlenecks, and waste
  • Understand the role and function of "process boxes" and "data boxes" in a value stream map
  • Learn the key factors to consider and the key questions to ask to develop a future state map from the current state
  • Practice the above learnings through a team-based exercise to develop a current state and a future state map for a supplier company

Day 3 - Design of Pull Systems

  • Understand the differences between a pull and a push system
  • Understand different kinds of pull systems and their implementation details
  • Understand how much inventory is necessary (number of kanbans) in a pull system and how to compute these numbers
  • Understand EPEI (every product every interval) and the role of set-up reduction in pull system design
  • Understand how to extend pull to purchased parts
  • Practice concepts in case studies and simulation

Day 4 - Cell Analysis & Design: Creating Continuous Flow

  • Learn how to see the "big picture" by constructing a PQ-chart (aka ABC analysis) for your product families
  • Learn how to estimate equipment and labor requirements for a cell as well as allocating work among the operators assigned to the cell
  • Learn how to compute and place standard WIP in a cell
  • Practice the above learnings by designing with your team two cells: an assembly cell for laptops and a fabrication cell for a component

Day 5 - Implementing Kaizen Events

  • Understand the history of Kaizen and be able to articulate the different types of Kaizen events
  • Learn how to structure waste walks as a form of improvement event
  • Learn how to formulate different lean tools as a structured Kaizen event
  • Learn how to plan, structure, and carry out a Value Stream Mapping Kaizen event
  • Develop tips for improving the effectiveness of Kaizen event facilitation by focusing on team dynamics and personality profiles
  • Understand the role of the facilitator in running Kaizen events and gain tips to improve the effectiveness of this role
  • Learn and practice the three phases of conducting a Kaizen event: 1. Planning and Preparation, 2. Implementation, 3. Presentation, Celebration, and Follow-up

Week 2 - Maize: Lean Methods and Implementation

Day 1-2 - The Physics of Lean

  • Understand key operational metrics (throughput, flow time, and WiP) and their drivers
  • Understand how to conduct capacity analysis to identify and alleviate bottlenecks
  • Understand the role of variability in reducing throughput and increasing WIP
  • Learn how to link operational improvements to financials
  • Practice concepts in case studies and simulation

Day 3 - Integrating Lean and Six Sigma

  • Understand what is meant by “Lean Six Sigma”
  • Achieve a high level understanding of the Six Sigma methodology
  • Apply Six Sigma in a case study
  • Understand the link between variation and flow
  • Learn how to define Six Sigma projects from a value stream perspective
  • Learn how to operationalize the Lean Six Sigma roadmap
  • Practice applying the Process Maturity Matrix – Lean Six Sigma Roadmap to prescribe an approach to continuous improvement in a number of different situations
  • Learn the pathway from the current state to Lean Six Sigma and beyond

Day 4 - Factory Layout for Lean Manufacturing

  • Learn the critical relationship between the layout of a facility and the current/future state value stream
  • Learn how to use spaghetti charting and compute parts-travel to assess/improve a layout
  • Practice the above learnings by working with your team to develop and assess the layout of a manufacturing plant
  • Learn the role and impact of long-term facility planning and expansion considerations

Day 5 - Leading the Change to Lean

  • Learn the relevance and criticality of tying lean systems to your organization’s strategic plan
  • Learn how to develop and execute a basic Hoshin Kanri (i.e., X-Matrix) to create a lean systems strategic plan
  • Understand how to develop a charter for a lean systems implementation committee based on your organization’s infrastructure
  • Learn about various lean assessment models to evaluate the maturity of a lean system in your organization
  • Practice the above learnings via team-based exercises and develop sample models that can be applied in your organization

Week 2 - Blue: Complementary Lean Tools and Practice

Day 1 - Lean Rapid Plant Assessment

  • Learn a tool to rate an operation’s lean state based on a quick tour
  • Understand how to rate lean through visual clues
  • Learn how visual management motivates people and teams
  • Understand the relationship between lean progress and cost savings in an operation
  • Learn how complexity and variability reduction relate to lean improvement

Day 2 - Implementing Standardized Work

  • Learn the difference between standardization versus standards
  • Learn the background/history of standardized work
  • Internalize the steps to implementing standardized work
  • Demonstrate the application of the steps (defining product families, calculating takt time, performing standard work analysis, and developing standard work documents) in an academic case
  • Review the application of the standard work process in an industry case
  • Practice implementing the standard work process in a simulation
  • Learn how to train using standardize work leveraging the Job Instruction method

Day 3 - Accounting & Measurement for Lean Manufacturing

  • Learn how to use alternative accounting and measurement systems
  • Understand how to encourage appropriate behavior in lean systems

Day 4 - Material Handling for Lean

  • Learn how to use the simplify-eliminate-combine principle to reduce/eliminate material handling waste
  • Learn the role and impact of plan-for-every-part (PFEP) and lineside-back design
  • Learn the basic structure and operation of milk-run systems (fixed interval, variable quantity deliveries) and call systems (variable interval, fixed quantity deliveries) used in lean plants.
  • Practice the above learnings by designing a milk-run system and a call system with your team for a manufacturing plant with known workstation locations and layout

Day 5 - Lean Change Management

  • Understand the role of change management in a successful lean implementation
  • Understand and gain the capability to implement change management using a structured (7-step) lean change model
  • Apply the lean change model in a simulation where you undertake lean change in a complex, high-pressure environment
  • Apply the lean change model to brainstorm ways to accelerate your company’s lean transformation

Who should attend

This program will benefit any manufacturing, production, purchasing, or supply chain professional. Over 10,000 participants have received the U-M Certificate in Lean Manufacturing. Program alumni represent a wide variety of industry sectors including aerospace, automotive, computer, defense, furniture, glass, government, logistics, plastics, semiconductors, shipbuilding, steel, telecom, tire, tool and die, and more.

Trust the experts

Izak Duenyas

Izak Duenyas is interested in supply chain management and coordination, revenue management in a variety of industries, evaluation of investment decisions in capacity, and in modeling and control of production systems. Duenyas has served as area editor in Manufacturing, Service and Supply Chain Op...


Yavuz Bozer

Dr. Yavuz Bozer received his M.S.I.E. (1978) and Ph.D. (1985) degrees in Industrial and Systems Engineering from Georgia Institute of Technology. Since joining the University of Michigan College of Engineering, he has been involved in various industrial projects with DaimlerChrysler, Ford, Genera...


Don Lynch

Donald P. Lynch, Ph.D. received his B.S. in Mechanical Engineering from Michigan Technological University, MBA from Eastern Michigan University, Ph.D. in Mechanical (Industrial) Engineering from Colorado State University, and a post Graduate Certificate in Lean Six Sigma from the University of Mi...


David Arnsdorf

Dave Arnsdorf is a senior analyst at the New Vectors, a subsidiary of Altarum Institute working primarily in the lean and six sigma areas. Mr. Arnsdorf has more than 20 years of experience consulting, and is an expert in cost accounting, lean manufacturing, and Six Sigma. Mr. Arnsdorf has facili...


Gene Goodson

Dr. Goodson’s experience includes significant leadership positions in university, government, and industrial environments. He was Chief Scientist of the U.S. Department of Transportation during the first energy crises. He led Purdue University’s interdisciplinary research institute through its in...


JD Marhevko

Jd Marhevko has served as Vice President of Quality and Lean for Accuride Corporation since April 2012, having joined the company as Vice President, Quality in January 2012. She has been involved in Operations and Quality/Lean/Six Sigma efforts across a variety of industries for more than 25 year...


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