SVKM’s

NARSEE MONJEE INSTITUTE OF MANAGEMENT STUDIES

MASTER OF BUSINESS ADMINISTRATION

Program: MBA Trimester: V

Course: Lean Enterprise Code:
Teaching Scheme Evaluation Scheme
Classroom Practical/ Tutorials Credit Continuous Term End
Session Group work Evaluation Examination
(TEE)
20 3 60% 40%
Course Rationale:
Lean concept has shifted from a technical production system focus to an all-encompassing organisational
philosophy. A Lean organisation understands customer value and focuses its key processes to continuously
increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation
process that has zero waste. To accomplish this, Lean thinking changes the focus of management from
optimising separate technologies, assets, and vertical departments to optimising the flow of products and
services through entire value streams that flow horizontally across technologies, assets, and departments to
customers. Companies are able to respond to changing customer desires with high variety, high quality, low
cost, and with very fast throughput times.

Course Objectives:
1. To understand and comprehend the concept of Lean enterprise and culture conducive for its
implementation.
2. To analyze the process requirements for a Lean enterprise and develop the requisite systems
3. To critically evaluate the performance of an enterprise with adoption of Lean and continuous improvement
strategies.
4. To analyze the sector specific performance of various enterprise by adoption and implementation of Lean
philosophy.

Learning Outcomes:
1. Analyze the Lean concept and favorable cultural dimensions of an enterprise.
2. Evaluate key aspects of performance measures and analytical tools for Lean processes in an enterprise.
3. Analyze the impact of Lean and continues improvement strategies on success factors of the organizations
4. Synthesizing “Lenovations” for Green manufacturing and sector specific adoption and implementation of
Lean enterprise concept.

Prerequisite(s):
Understanding of Operations Management & Supply Chain Management.

Pedagogy:
 The study plan covering readings, classroom sessions, group work sessions and assignments corresponding
to each session are outlined below.
 It is mandatory to go through the ‘Pre-Session Readings’ and prepare for case study discussions. Quiz or
surprise tests would be conducted on the same. For post contact reading, please refer to the handouts listed
under ‘Additional Readings’.

Text Book:

 Lean Management Beyond Manufacturing-A Holistic Approach, Sanjay Bhasin, Springer, 2015.
Reference Books:
 Lean Enterprise: How High-Performance Organizations Innovate at Scale, Jez Humble, Joanne Molesky,
and Barry O’Reilly, 2015.
 The Lean Enterprise From the Mass Economy to the Economy of One, Alexander C. Tsigkas, Springer,
2013.
 Capitalizing on Lean Production Systems to Win New Business, Chris Harris & Rick Harris, CRC Press,
2014.

Journals:
 International Journal of Lean Enterprise Research, ISSN 1754-2294, Inder Science
 International Journal of Lean Six Sigma, ISSN 2040-4166, Emerald Insight

Links to websites:
 https://www.lean.org
 www.leaninstitute.in
 leanglobal.org

Evaluation Scheme:
 Term-End Exam 40%
 Case Studies & write-ups 20%
 Assignments 20%
 Quiz 20%
Total 100%

Session Plan:
Session Topic (including subtopics) Learning Outcomes Pedagogical Tool1 Textbook
Chapters &
Readings
The Lean concept Fundamental aspects Class Discussion Chapter 1&2
 Understanding the Concept of of Lean as a Reading:
Lean Management Lean as a
 Principles of Lean concept focusing on universal
 Lean Development its development and model of
 Procedural Requirements for requirements for an excellence: it
Lean enterprise is not just a
 Predicted Benefits of Lean. manufacturin
 HRM Implications for Lean. g tool!
#UV7231-
 Lean and Performance
PDF-ENG
Measurement.
Published
2016,
Revised 2017
HBS
Lean Cultures Understanding on Class Discussion Chapter 3
 Culture Investigation. Culture to be
 The Magnitude of Culture for developed in the
Lean enterprise
 Favourable Cultural Features empowered with
for Lean Lean philosophy
 The “Halo” Effect
 Fit an Appropriate Change
Strategy to Lean
1
Lean Process Requirements Key aspects of the Class Discussion Chapter 4
 The Technical Components process requirements Case: Textbook
 Lean and Supply Chain for Lean focusing on Implementing LEAN
Management relationship of Lean Operations at Caesars
 Lean Extended to concept with various Casinos
Outsourcing dimensions of #TB0389-PDF-ENG
 Potential Pitfalls of Manufacturing Published 2014
Outsourcing management for an
enterprise
Lean Process Requirements Key aspects of the Class Discussion Chapter 4
 Lean and Six Sigma. process requirements Case: Textbook
 Lean and IT for Lean focusing on Six Sigma at Academic
 The Lean Sigma-Based relationship of Lean Medical Hospital (A),
DMAIC Approach concept with various #UV0339-PDF-ENG
 Lean Sigma and Agile dimensions of Published 2002,
Manufacturing Manufacturing Revised 2017
management for an HBS
enterprise
Lean Process Requirements Key aspects of the Class Discussion Chapter 4
 Leagile Implementation process requirements Case: Textbook
Factors for Consider for Lean focusing on Lean Process at
 Sustainability of a Leagile relationship of Lean Cleveland Clinic,
System concept with various Source: WDI
 Lean and Strategy dimensions of Publishing at the
Formulation Manufacturing University of
 Lean Tools management for an Michigan,
enterprise #W87C95-PDF-ENG
Published 2009
HBS
Lean and Performance Fundamental aspects Class Discussion Chapter 6
Management of Performance Textbook
 Role of Performance measurement in an
Measurement in Lean enterprise with
 Measures Beyond Traditional adoption of Lean
Financial Analysis concept using
 Qualities of Good Metrics various tools of
 Requirements of a performance
Performance Measurement measurement
System
Lean and Performance Fundamental aspects Class Discussion Chapter 6
Management of Performance Case: Textbook
 Time Metrics measurement in an Lean Implementation
 Cost Metrics enterprise with at Siemens' Kalwa
 Quality Metrics adoption of Lean Plant, #W12998-PDF-
 Output Metrics. concept using ENG
 Process Complexity various tools of Published 2012,
 Organisational Metrics performance Revised 2012
measurement HBS
 Evaluation of Indices
 A “Balanced Scorecard”
Approach to Assess Lean.

Impact of Lean Understanding the Class Chapter 8

 Lean Review impact of Lean on Discussion Textbook
 Lean Aiding Competitiveness competitiveness and
 Lean Conditions Needed for successes of an
Performance Improvements. enterprise
 Performance of Lean in
 Various Organisations
Impact of Lean Understanding the Class Discussion Chapter 8
 Larger Organisations and impact of Lean on Case: Textbook
Lean. competitiveness and Lean at Wipro
 Crucial Success Factors. successes of an Technologies,
 Differences and Variations in enterprise #607032-PDF-ENG,
Lean Between the Sectors Published 2006
HBS
Gauge the Adoption of Lean Understanding the Class Discussion Chapter 9
Within the strategic adoption of Case: Textbook
 Lean Applied to: lean and consequent A Profile of Toyota's
 Component Sector performance Production System
 Automotive parts improvement with #W90C18-PDF-ENG
sector specific Published 2010
application of Lean HBS
Gauge the Adoption of Lean Understanding the Class Chapter 9
Within the strategic adoption of Discussion Textbook
 Electronic Sector lean and consequent Case:
 Adoption of Lean performance Daktronics (D): Keen
improvement with on Lean Manufacturing
sector specific at Daktronics, Inc,
application of Lean #NA0238-PDF-ENG
Published 2013
HBS
Gauge the Adoption of Lean Understanding the Class Discussion Chapter 9
Within the strategic adoption of Textbook
 Strategies for Improvement lean and consequent
 Performance measures performance
improvement with
sector specific
application of Lean
Lean Sustainability Audit Key aspects on Class Discussion Chapter 12
 Concept of the Lean Audit assessments of Lean Textbook
 Review of the Prevalent Lean adoption and Case:
Assessment Tools application in an Darden
 The Role of Lean Audits. enterprise using Business
 A Comprehensive Lean Lean audit Publishing
Assessment Gets Lean
(A)
#UV6836-
PDF-ENG
Published
2013,
Revised 2014
HBS
Lean Sustainability Audit Key aspects on Class Discussion Chapter 12
 Application of the Lean Audit assessments of Lean Textbook
 CI/Lean Assessment adoption and
 Proposed Seven Stages of application in an
Lean enterprise using
Lean audit
Lean as an Ideology Understanding the Class Discussion Chapter 13
 The Longevity of Lean Lean ideology and Case: Textbook
 The Lean Traditions technical From Lean Production Reading
 The Technical Application. applications to the Lean Enterprise
 The Proposed Rules to #94211-PDF-ENG
Follow. Published 1994
HBS
Lean is Green Key aspects of Lean Class Discussion Chapter 14
 Leaning the Business concept leading to Textbook
 The Tools of Lean Green Reading:
 From Lean to Green manufacturing and Get Lean: 5
Manufacturing Leanovations by Ways to Cut
 Efficiency Savings from enterprise Costs Now
Being Green By Greening
 “Leanovations” Your
 A Step Guide for Going Lean Business
and Green #3668BC-
PDF-ENG
Published
2009
HBS
Potential Issues with Lean Enterprise issues Class Discussion Chapter 15
 Lean Perceived as a Panacea pertaining to the Textbook
to Every Problem adoption of Lean
Importance of Market focusing on Market
Conditions condition, supplier
 Supplier Management management,
 Micro-strategy product, production
system & HRM
Potential Issues with Lean Enterprise issues Class Discussion Chapter 15
 Product Variety pertaining to the Case: Textbook
 Universal Production System adoption of Lean Wausau Equipment
 Impact of Lean on the HRM focusing on Market Company: A Lean
Issues condition, supplier Journey (A)
 Lack of Standard management, #UV1079-PDF-ENG
Methodology product, production Published 2009,
system & HRM Revised 2010
HBS
Impediments to Lean Key aspects of major Class Discussion Chapter 5
 Lean Witnessed as a Never- impediments in Textbook
Ending Process developing a Lean
 Lean is Required to enterprise
Transcend Beyond
Manufacturing
 Communication of Lean
internally
 Impact of Subcultures
 Influence of Organisational
Structures
 Relevance of IT on Lean.
Impediments to Lean Key aspects of major Class Discussion Chapter 5
 Promoting the Lean Benefits impediments in Case: Textbook
 The Alliance Between Lean developing a Lean Esterline Technologies:
and Accounting Procedures enterprise Lean Manufacturing
 Need to Maintain the Lean #906417-PDF-ENG
Initiative. Published 2006
 A Lack of Broad HBS
Organisational Development