Abstract
Lean manufacturing has been the key initiative in production for many years. In practice, many organizations have not been able to sustain it due to a misunderstanding as a cost-reduction project and not as a cultural transformation. Industry and academia play an important role in changing this approach. In this chapter, we discuss the academic role with the educational model followed at the University of Tennessee’s Industrial and Systems Engineering program, in pursuit of developing mature professionals in the field. Within this model, we address Lean manufacturing beyond the tools with a strategic deployment approach, understanding the interconnectedness between critical problem-solving skills, systems thinking and leadership. Lastly, we discuss the subjects that provide the platform that supports this model.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Haskins, C. (2007). INCOSE Systems engineering handbook: A Guide for system life cycle processes and activities.
Hofstede, G. H., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind: Intercultural cooperation and its importance for survival (3rd ed.). New York: McGraw-Hill.
Iwuchukwu, E., & Sawhney, R. (2012). Empirical interaction between root causes and primary lean resources. International Journal of Rapid Manufacturing, 3(1), 1–22. doi:10.1504/IJRAPIDM.2012.046571
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.
Monden, Y. (2011). Toyota production system: An integrated approach to just-in-time: CRC Press.
Perry, W., Broers, A., El-Baz, F., Harris, W., Healy, B., & Hillis, W. D. (2008). Grand challenges for engineering. Washington, DC: National Academy of Engineering.
Ransom, C. (2008). Wall street view of lean transformation. Lean Enterprise Institute. Available at: www. Lean. org/events. Accessed 14 March 2008.
Sawhney, R., & Macias de Anda, E. (2014). Industrial engineers articulate their critical thinking for problem solving via the D.R.I.V.E.S. model. QScience Proceedings, 2014(3), 23. doi:10.5339/qproc.2014.wcee2013.23
Sawhney, R., Subburaman, K., Sonntag, C., Rao Venkateswara Rao, P., & Capizzi, C. (2010). A modified FMEA approach to enhance reliability of lean systems. International Journal of Quality & Reliability Management, 27(7), 832–855. doi:10.1108/02656711011062417
Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation (1st Free Press ed.). New York: Free Press.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Appendix: Modified Toyota Production System
Appendix: Modified Toyota Production System
Rights and permissions
Copyright information
© 2017 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Sawhney, R.S., de Anda, E.M. (2017). Sawhney Lean Educational Maturity Model at the University of Tennessee. In: Alves, A., Flumerfelt, S., Kahlen, FJ. (eds) Lean Education: An Overview of Current Issues. Springer, Cham. https://doi.org/10.1007/978-3-319-45830-4_8
Download citation
DOI: https://doi.org/10.1007/978-3-319-45830-4_8
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-45828-1
Online ISBN: 978-3-319-45830-4
eBook Packages: EngineeringEngineering (R0)