SCM 3270 (A01) (3 CH) LEAN MANAGEMENT

FALL TERM 2020 Virtual Classroom TR 4:00-5:15 PM

CONTENTS INSTRUCTOR ......................................................... 1

COURSE DESCRIPTION........................................... 1

COURSE OBJECTIVES ............................................. 2

COURSE MATERIALS .............................................. 2

COURSE FORMAT AND ONLINE ACCESS ............... 2

ASSESSMENT OF LEARNING .................................. 3

MISSED EXAM AND LATE SUBMISSION POLICY .... 5

ATTENDANCE POLICY ............................................ 5

ELECTRONIC DEVICE POLICY ................................. 6

OUT-OF-CLASS COMMUNICATION ....................... 6

REFERENCING STYLE FOR WRITTEN WORK .......... 6

CLASS SCHEDULE ................................................... 7

IMPORTANT DATES ............................................... 8

INTENDED LEARNING OUTCOMES ........................ 9

ACADEMIC INTEGRITY POLICY ............................ 10

STUDENT SERVICES AND SUPPORTS ................... 13

ABOUT THE INSTRUCTOR .................................... 14

INSTRUCTOR Name: John Wilms Office: Virtual office Phone: 416-573-8520 Email: john.wilms@umanitoba.ca Office hours: Tuesday/ Thursday 2:00 – 3:00 pm, virtual meetings

https://zoom.us/j/93409576130?pwd=L2JoU2VmdGRTKzNQQUI0VlFaVHNiZz09 COURSE DESCRIPTION The course Lean Management is an opportunity for students to understand the basic principles,

philosophies and practices of Lean Management. The primary focus of Lean Management is to identify

waste in any form in an organization by focusing on the true needs of the customer. Once waste has been

identified, Lean Management provides the thinking, techniques, and practices to systematically reduce or

eliminate the waste thus improving customer service while reducing cost. While Lean Management grew

out of a focus on the manufacturing shop floor, it can be deployed in all facets of business and in any

organization that has clear goals. On the surface Lean Management may be thought of as the tools of

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waste elimination; yet for lasting improvement a culture of Lean Management must be instilled in all the

employees of the organization to enable continuous improvement and systematic problem solving.

COURSE OBJECTIVES

Upon successfully completing this course, students should be able to:

Understand the history, philosophy and principles of Lean Management

Know the forms of waste and take action to eliminate waste

Use systematic problem solving to develop countermeasures for problems

Apply various assessment and improvement tools of Lean Management (process mapping, 5S, standard work etc.) to analyse data and improve a process

Understand Hoshin Kanri (direction setting) as a management process

Understand common issues with Lean Management implementations and strategies for mitigating those issues

COURSE FORMAT AND ONLINE ACCESS The course will be conducted “live” via videoconferencing using Cisco Webex and will not involve in-person instruction. Classes will be held during the scheduled class time. Discussions will be based on the book, case readings and other sources. To join the class, log in to the UM Learn course and then choose CommunicationCisco Webex from the top menu and then click Join. Detailed instructions are available here. For recording attendance and class participation, you will be expected to have your camera and microphone on during class time and exams. You are expected to leave your camera on for the duration of the class. Have your microphone muted and unmute yourself only when you speak.

Class participation is important. In order to participate actively, you will be expected to have your camera and microphone on during class time and exams. The instructor may tell you to leave your camera/mic on for the duration of the class or may require you to mute yourself and unmute yourself only at certain times. The iClicker Tool will also be used for virtual attendance and polling. Please download it on your mobile device prior to class. Please note that all classes will be recorded and the video recordings are likely to be shared with other students.

COURSE MATERIALS

As classes will be delivered synchronously via videoconferencing, a device enabled with a camera and microphone is required. Further, you are expected to be in a location with a reliable Internet connection that is strong enough for streaming video.

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For quizzes/exams, which will be administered via the Respondus Lockdown browser, you will need a device (computer or iPad; smartphone will not work) with one of the following operating systems:

Windows 10, 8, or 7 (note: will not work with Windows 10S)

Mac OS 10.15 to 10.12, OS X 10.11, or OSX 10.10

iOS: 11.0+ (iPad only)

You will need the Chrome browser. Other browsers such as Safari may not work.

Text (required): Scholtes, Peter R. (1998). The Leader’s Handbook: making things happen, getting things done. McGraw-Hill.

Case Readings (required): Bookstore SCM3270 Reading Package

Please respect copyright laws. Photocopying textbooks or other reading material is a violation of copyright laws and is unethical, unless permission to copy has been obtained.

ASSESSMENT OF LEARNING There will be several components to the grading, as follows;

Participation 10%

Lean Terms, Assignment #1 5%

Mid-Term Test 20%

Problem Solving, Assignment #2 5%

Term Essay 10%

Group Lean Transformation Project 20%

Final Exam 30%

Grades will be communicated via UM Learn. In the event of a skewed distribution of grades, the total course marks may be curved up or down as necessary (the weighting of each component will remain unchanged).

Of all the students who get 50% or over in the course:

the top 5% of the class will get an A+

next 10% will get an A

next 20% will get a B+

next 20% will get a B

next 20% will get a C+

next 20% will get a C

next 5% will get a D

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Getting less than 50% in the course will result in an F grade. The letter grades are based on where your course total marks are on the above curve, regardless of the absolute number. For example, it is possible for you to get 90% in the course and not get an A if you were not in the top 20% of the class. Likewise, you may get 70% and still get an A if you are in the top 20% of the class. So, it can work both ways.

Participation: You will be graded on the quality and to a lesser extent the quantity of your contributions to class discussions. Reading the appropriate sections of the text and the case studies before coming to class will help you to contribute meaningfully to both classroom and breakout room discussions. It is important that you attend regularly and participate actively in class in order to get a good grade. Class participation will be assessed on a per class basis as follows; 0 marks- unexcused absence from class 1 mark- present for class but does not contribute, or excused absence from class 2 marks- answers questions posed by others without being called upon, contributes to discussion 3 marks- actively contributes by raising issues or contributing insight related to the discussions Group project work will include a peer evaluation, which will be included in the student’s overall participation mark. For recording your class participation, you will need to have your camera and/or microphone on when you speak. Lean Terms, Assignment #1: Details on the assignment will be posted in UM Learn. Assignments turned in late will lose 2 marks (out of 5) per day. Mid-Term Test: Open-book test, combination of multiple choice, short answer and essay questions. Problem Solving, Assignment #2: Details on the assignment will be posted in UM Learn. Assignments turned in late will lose 2 marks (out of 5) per day. Term Essay: The topic for the essay and instructions are available on UM Learn and will be explained in class. You should write about 1,500 words. Please consult the Academic Integrity Policy included with this outline to see what is (un)acceptable. Essays turned in late will lose 3 marks (out of 10) per day. Group Lean Transformation Project: The project instructions are available on UM Learn and will be explained in class. You will be assigned to a team for this project. Good collaborative teamwork is expected, and your contributions to the team will be evaluated by your peers. In the event of one group member engaging in academic dishonesty (e.g. plagiarism), the entire group will be affected. Please ensure appropriate referencing before the submission of the group’s paper and presentation. Projects turned in late will lose 5 marks (out of 20) per day. Final Exam: Open-book exam with a combination of multiple choice, short answer and essay questions. The final exam will be held at a university scheduled time within the exam period. To protect the academic integrity of education at the Asper School, certain protocols will be observed for online exams. In this course, the online exam may be set up such that each student will get a random

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subset of questions from a larger question bank, which means no two students will get exactly the same exam. Further, a very small number of questions will appear on a screen and you may not have the option to move back to questions you have already answered. The instructor may require your camera be on and directed at you for the entire duration of the exam.

For exams, we will be using university-approved Respondus Monitor, which will require you to have your camera and microphone on for the entire duration of the exam. As the software detects any unusual movements, please sit in a location where there are no people/pets or other moving objects in the camera’s view during the exam.

For recording your class participation, you will be required to have your camera and/or microphone on when you speak or for the duration of the class.

MISSED EXAM AND LATE SUBMISSION POLICY If you miss an exam or an assignment for medical reasons, the evaluation component will be added to the final exam. Asper School also has a list of events for which accommodations will be made for a missed term exam (not final exam) in that case also your score will be added to the final exam. There will be no make-up of missed graded assignments or exams.

In addition, you will need to be in attendance for both your own Group Presentation, and those of the other groups. Students absent will lose 10 marks (out of 20) per class of presentation missed. The late submission policy for assignments is highlighted in the previous section. Do not make travel plans before the Final Exam. I cannot give a make-up because you booked a flight ticket for a date earlier than the scheduled final exam. In the event you have to miss the Final Exam for a valid reason as noted above, a request for a deferred exam must be made at your home Faculty’s Undergraduate Program Office (b_comm@umanitoba.ca, if you are an Asper student). ATTENDANCE POLICY You are expected to attend class “live” via videoconference regularly. Participation and engagement is a key part of the Lean Management course, and it is important that you attend class and contribute to the discussions. Virtual attendance is required, and will be recorded using both iClicker and Webex, after the first week of class.

For recording attendance purposes, the instructor may require you to have your camera on during the entire duration of your class or part of it. For recording attendance, you will be required to have your camera on during the class. A screenshot will be taken as a record of the attendance.

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If you miss more than five classes for any reason (including personal, university, or medical) during the term you will receive a failing grade (F) in class participation/case analysis and you may not pass the course. If you miss more than ten classes for any reason (including personal, university, or medical) during the term you will automatically receive a failing grade (F) in the course.

ELECTRONIC DEVICE POLICY Using a computer or smartphone with a camera/mic during class and exams is necessary for this course.

Although this is course is taught in a remote teaching format, we will observe the protocols that would be expected during in-person classes. Please make sure your cellphone does not ring during class. No frivolous posting of messages in the Chat area during class. Practice self-control—don’t browse the Internet or check your e-mail/social media/text messages while class is in progress. Do not video/audio record class lectures or take pictures of the screen without the instructor’s permission. OUT-OF-CLASS COMMUNICATION Lecture slides, assignment and project guidelines, and other class-related information will be posted on UM Learn. UM Learn will also be the portal for students to submit assignments and project reports, and access tests and exams. Any additional announcements outside of class will be sent by email. It is your responsibility to check your U of M email account frequently so that you do not miss these emails. There are many questions that cannot be answered succinctly over email. If you email me a question, please consider whether it can be easily and effectively answered by email. If it cannot, please contact me by phone during office hours. If I receive a question that is difficulty to answer electronically or will require a lengthy response, I will ask you to set up a video call to discuss instead.

REFERENCING STYLE FOR WRITTEN WORK In the assignments and group project for this course, you are expected to use the APA style of referencing. To learn about APA style, please consult a librarian in the Management Library or look up http://libguides.lib.umanitoba.ca/citationmanagers/referencemanagers.

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TENTATIVE CLASS SCHEDULE

CLASS # DATE TOPIC REQUIRED READING

1 Sept 10 Introduction to course, course outline, how to prepare for a case session

2 Sept 15 History and Philosophy of Lean, Fundamentals Chapter 1, Text

3 Sept 17 CASE: Decoding the DNA of the Toyota Production System Case Reading 4 Sept 22 House of Lean, Introduction to 7+ forms of waste, Competencies Chapter 2, Text 5 Sept 24 CASE: Learning to Lead at Toyota Case Reading 6 Sept 29 Customer, SIPOC, Flowcharts and Value Stream Mapping,

Lean Term Presentations Day 1 Chapter 3, Text

7 Oct 1 CASE: How to Root out Waste and Pursue Perfection, Lean Term Presentations Day 2

Case Reading

8 Oct 6 Gemba, Standard Work, the basis for continuous improvement, Waste Elimination, Lean Tools

Chapter 4, Text 94-134

9 Oct 8 CASE: Keen on Lean Manufacturing at Daktronics, Inc. Case Reading 10 Oct 13 MIDTERM TEST (Class materials, text chapters 1-3, 4 to page 134

and Cases)

11 Oct 15 CASE: Toyota Partners with Nonprofit to Rebuild Homes and Lives Case Reading 12 Oct 20 Feedback, Systematic Problem Solving Chapter 4, Text 135-

157 13 Oct 22 CASE: Lean Process Improvements at the Cleveland Clinic Case Reading 14 Oct 27 The Balance- People and Lean, Purpose,

Problem Solving Assignment Due Chapter 5, Text

15 Oct 29 CASE: NASCAR: Every Second Counts Case Reading 16 Nov 3 Planning, PERT, Gantt, Change Chapter 6, Text 17 Nov 5 CASE: Green Hills Hospital-Leading Change Management Case Reading

18 Nov 17 Visual Management, Measurement Term Essay Due

Chapter 7, Text

19 Nov 19 CASE: Six Sigma Implementation at Maple Leaf Foods Case Reading

20 Nov 24 Hoshin Kanri, Organizational Alignment, Communication Chapter 8, Text 21 Nov 26 CASE: Hermann Miller: Innovation by Design Case Reading 22 Dec 1 Leading with the Value Stream, Supplier Development Chapter 10, Text 370-

386 23 Dec 3 Personal Leadership Competencies Chapter 10, Text 387-

404 24 Dec 8 Group Projects Due

Group Presentations Day 1

25 Dec 10 Group Presentations Day 2

Note: I have attempted to match the content of readings and cases/discussions to some degree. However, there is no implied direct match; readings may contain concepts that are not in particular cases/discussions and vice versa. Cases will be used to expand upon concepts discussed in class.

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IMPORTANT DATES Lean Terms Assignment Sept 29/ Oct 1 (Tues/ Thurs) Mid-Term Test Oct 13 (Tues) Problem Solving Assignment Oct 27 (Tues) Term Essay Nov 17 (Tues) Group Lean Transformation Projects Due Dec 8 (Tues) Group Lean Transformation Presentations Dec 8/ 10 (Tues/ Thurs) Final Exam (scheduled) Dec 12-23

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INTENDED LEARNING OUTCOMES

AACSB Assurance of Learning Goals and Objectives The Asper School of Business is proudly accredited by AACSB. Accreditation requires a process of continuous improvement of the School and our students. Part of “student improvement” is ensuring that students graduate with the knowledge and skills they need to succeed in their careers. To do so, the Asper School has set the learning goals and objectives listed below for the Undergraduate Program. The checked goal(s) and objective(s) will be addressed in this course and done so by means of the items listed next to the checkmark.

Goals and Objectives in the Undergraduate Program

Goals and Objectives

Addressed in this Course

Course Item(s) Relevant to these

Goals and Objectives

1 Quantitative Reasoning

A. Determine which quantitative analysis technique is appropriate for solving a specific problem.

Applied Scientific Problem Solving

B. Use the appropriate quantitative method in a technically correct way to solve a business problem.

Applied Scientific Problem Solving

C. Analyze quantitative output and arrive at a conclusion.

Applied Scientific Problem Solving

2 Written Communication

A. Use correct English grammar and mechanics in their written work.

Term Essay

B. Communicate in a coherent and logical manner Term Essay

C. Present ideas in a clear and organized fashion. Term Essay

3 Ethical Thinking

A. Identify ethical issues in a problem or case situation

Embedded

throughout course

B. Identify the stakeholders in the situation. Embedded

throughout course

C. Analyze the consequences of alternatives from an ethical standpoint.

Embedded

throughout course

D. Discuss the ethical implications of the decision. Embedded

throughout course

4 Core Business Knowledge Embedded

throughout course

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ACADEMIC INTEGRITY POLICY The online format of class delivery does not lower the Asper School’s academic integrity standards. The same high levels of academic integrity are expected this term as they are in previous terms. It is critical to the reputation of the Asper School of Business and of our degrees that everyone associated with our faculty behave with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The University of Manitoba General Calendar addresses the issue of academic dishonesty under the heading “Plagiarism and Cheating.” Specifically, acts of academic dishonesty include, but are not limited to: using the exact words of a published or unpublished author without quotation marks and

without referencing the source of these words (includes Chat messages posted during class videoconference sessions)

duplicating a table, graph or diagram, in whole or in part, without referencing the source paraphrasing the conceptual framework, research design, interpretation, or any other ideas of

another person, whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source

copying the answers of another student in any test, examination, or take-home assignment recording exam questions using any method, regardless of whether those are shared with others sharing exam questions with those who are yet to take the exam, including future students or

attempting to sell exam questions providing answers to another student in any test, examination, or take-home assignment taking any unauthorized materials into an examination or term test (crib notes) impersonating another student or allowing another person to impersonate oneself for the purpose

of attendance, earning class participation marks, submitting academic work, or writing any test or examination

stealing or mutilating library materials accessing test prior to the time and date of the sitting changing name or answer(s) on a test after that test has been graded and returned submitting the same paper or portions thereof for more than one assignment, without discussions

with the instructors involved Group Projects and Group Work

Many courses in the Asper School of Business require group projects. Students should be aware that group projects are subject to the same rules regarding academic integrity. All group members should exercise special care to ensure that the group project does not violate the policy on Academic Integrity. Should a violation occur, group members are jointly accountable unless the violation can be attributed to specific individuals. Some courses, while not requiring group projects, encourage students to work together in groups before submitting individual assignments. If it’s unclear whether it is allowed, students are encouraged to seek clarification from the instructor to avoid violating the academic integrity policy.

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In the Asper School of Business, all suspected cases of academic dishonesty in undergraduate courses are reported to the Dean's office and follow the approved disciplinary process. See following table for typical penalties for academic dishonesty in the Asper School.

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Typical Penalties for Academic Dishonesty in the Asper School

If the student is from another Faculty and the academic dishonesty is committed in an Asper course, the student’s Faculty could match or add penalties beyond the Asper School’s. F-DISC on transcript indicates the F is for disciplinary reasons.

ACADEMIC DISHONESTY PENALTY

Cheating on exam (copying from or providing answers to another student)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Sharing exam questions electronically during exam

F-DISC in course Suspension from taking Asper courses for 2 years Notation of academic dishonesty in transcript

Possession of unauthorized material during exam (e.g., cheat notes)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Altering answer on returned exam and asking for re-grading

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Plagiarism on assignment F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Submitting paper bought online F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Inappropriate Collaboration (collaborating with individuals not explicitly authorized by instructor)

F-DISC in course Suspension from taking Asper courses for 1 year Notation of academic dishonesty in transcript

Group member had knowledge of inappropriate collaboration or plagiarism and played along

F-DISC in course Notation of academic dishonesty in transcript

Signing Attendance Sheet for classmate

F-DISC in course Notation of academic dishonesty in transcript

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STUDENT SERVICES AND SUPPORTS The University of Manitoba provides many different services that can enhance learning and provide support for a variety of academic and personal concerns. You are encouraged to visit the below websites to learn more about these services and supports. If you have any questions or concerns, please do not hesitate to contact your instructor or the Undergraduate Program Office.

For Information on… …follow this link

Tech-related issues with UM Learn or videoconferencing Information Services & Technology

Admission, Registration, Tuition Fees, Important Dates, Final Exams, Graduation, and Transcripts

Registrar’s Office

Academic policies & procedures, regulations, Faculty-specific information, degree and major requirements

Academic Calendar

Help with research needs such as books, journals, sources of data, how to cite, and writing

Library Resources

Tutors, workshops, and resources to help you improve your learning, writing, time management, and test-taking skills

Writing and Learning Support

Support and advocacy for students with disabilities to help them in their academic work and progress

Student Accessibility Services

Copyright-related questions and resources to help you avoid plagiarism or intellectual property violations

Copyright Office

Student discipline bylaws, policies and procedures on academic integrity and misconduct, appeal procedures

Academic Integrity

Policies & procedures with respect to student discipline or misconduct, including academic integrity violations

Student Discipline

Students’ rights & responsibilities, policies & procedures, and support services for academic or discipline concerns

Student Advocacy

Your rights and responsibilities as a student, in both academic and non-academic contexts

Your rights and responsibilities

Full range of medical services for any physical or mental health issues

University Health Service

Information on health topics, including physical/mental health, alcohol/substance use harms, and sexual assault

Health and Wellness

Any aspect of mental health, including anxiety, stress, depression, help with relationships or other life concerns, crisis services, and counselling.

Student Counselling Centre

Support services available for help regarding any aspect of student and campus life, especially safety issues

Student Support Case Management

Resources available on campus, for environmental, mental, physical, socio-cultural, and spiritual well-being

Live Well @ UofM

Help with any concerns of harassment, discrimination, or sexual assault

Respectful Work and Learning Environment

Concerns involving violence or threats, protocols for reporting, and how the university addresses them

Violent or Threatening Behaviour

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ABOUT THE INSTRUCTOR John Wilms, BSc, MBA, is a Business Executive with over two decades of experience across a variety of

industries. Throughout his 18 year career with IBM Canada, John developed experience in IT project

management and organizational process improvement while working with internal and external clients in

the healthcare and life sciences sectors, as well as air freight logistics. A passion for emerging technologies

led to diverse consulting projects with hospitals and healthcare systems across North America. These

engagements mainly focussed on improving patient safety and hospital operations while providing secure

access to confidential healthcare data. John led the strategic development and deployment of projects

using Lean and KPI systems to; improve patient flow, reduce surgical wait-times, and manage vital

equipment assets. Cultural transformation, coaching staff members and systems change were significant

elements of these engagements.

Moving from IBM to join a biotechnology startup in the cancer diagnostics field, John established partner

sales channels and opened new markets across North America and Asia. The diagnostic tool relied upon

the accurate collection of patient tissue samples from around the globe, and then transport to a

proprietary lab for genetic analysis. John led the company’s efforts to build a culture of continuous

improvement; ensuring consistent quality processes while eliminating waste and improving accuracy to

give patients early warning of a deadly disease.

Throughout his career, John has been actively engaged in teaching and development as both a mentor

and instructor. He has taught Project Management Leadership courses at IBM locations across North

America, spoken on Entrepreneurship to Canadian business schools and organizations, and delivered Sales

Team Training at sites in Hong Kong, Indonesia and California.

He is currently a Director on the Board of the Supply Chain Management Association of Manitoba.

John has a BSc (Honours) from McMaster University in Hamilton, and an MBA from the Schulich School of

Business, York University, in Toronto.