Lean Enterprise Value Insights from MIT's Lean Aerospace Initiative,9780333976975

Lean Enterprise Value Insights from MIT's Lean Aerospace Initiative

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ISBN13: 9780333976975
ISBN10: 0333976975
Format: Hardcover
Pub. Date: 2002-05-17
Publisher(s): Palgrave Macmillan
List Price: $139.99

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Summary

Lean Production transformed the way that companies think about production and manufacturing. This book provides a new challenge. It arises from the work of the Lean Aerospace Initiative at MIT and provides a new agenda and bold vision for the aerospace industry to take it out of crisis. It also redefines and develops the concept of Lean as a framework for enterprise transformation and this will be relevant and critical for all industries and enterprises.

Author Biography

Earll Murman is Professor of Aeronautics and Astronautics, and Program Director of the Lean Aerospace Initiative at Massachusetts Institute of Technology.

Tom Allen is Howard W Johnson Professor of Management at the Sloan School of Management, Massachusetts Institute of Technology and Co-Director of the Lean Aerospace Initiative.

Joel Cutcher-Gershenfeld is Executive Director, Engineering Systems Learning Center and Senior Research Scientist, Sloan School of Management, Massachusetts Institute of Technology.

Table of Contents

List of Boxes
x
List of Figures and Tables
xii
Foreword xiv
Acknowledgements xx
List of Abbreviations
xxiii
Part I Higher, Faster, Farther 1(84)
The 21st-Century Enterprise Challenge
3(22)
Lean Enterprise Value
4(4)
Value as `True North'
8(4)
Principles of Lean Enterprise Value
12(2)
The Aerospace Challenge
14(10)
Moving Forward
24(1)
The Cold War Legacy
25(30)
1945-69: A Bullish Quarter-Century
27(11)
1970-89: Shifting National Priorities
38(16)
Challenges of the Cold War Legacy
54(1)
Monuments and Misalignments
55(30)
Dynamics of Industrial Innovation
56(10)
Actions and Reactions
66(7)
Barriers to Change
73(9)
The Challenge Ahead
82(3)
Part II Better, Faster, Cheaper 85(90)
Lean Thinking
87(30)
Lean Thinking Defined
89(7)
Lean Thinking in its Historical Context
96(11)
Lean Thinking and Other System-Change Initiatives
107(7)
Implications of Lean Thinking for the Aerospace Industry
114(3)
Islands of Success
117(25)
A Herculean Island: Transforming Production on the C-130J
118(2)
A Byte-Sized Island: Improving Code Generation
120(3)
A Better-Practice Island: Manufacturing F-22 and RAH-66 Electronics Using Commercial Practices
123(2)
An Engineering Support Island: The F-16 Build-To-Package Center
125(2)
A Cultural Island: New Ideas and Methods for 777 Floor Beams
127(3)
An Island Chain: The Pratt & Whitney Story
130(3)
An Awakening Island: Diffusing Lean Practices to the Delta IV Launch Vehicle
133(2)
An Island of `Pull': Integrating Supplier and Material Management at GE Lynn
135(3)
A Mini-Enterprise Island: Joint Direct Attack Munition
138(3)
Summing Up
141(1)
Lean Enterprises
142(33)
The `Whats' of a Lean Enterprise: Lean Principles and Practices
146(8)
The `Hows' of Lean Enterprise Transformation
154(2)
Assessing the `Where' on a Lean Jouney
156(3)
Integrated Entities
159(9)
Enterprise Stakeholders
168(4)
A Long Jouney
172(3)
Part III Creating Enterprise Value 175(116)
A Value-Creation Framework
177(13)
What is Value?
178(2)
Value Streams and Doing the Job Right
180(2)
Introducing the Framework
182(2)
Value Identification
184(1)
Value Proposition
185(2)
Value Delivery
187(1)
Linking the Value-Creation Framework Across Three Levels of Enterprise
187(1)
Summing Up
187(3)
Program Value
190(27)
Value Identification
193(7)
Program Value Proposition
200(7)
Delivering Program Value
207(5)
Adapting to Change
212(3)
Summing Up
215(2)
Value in Corporate and Government Enterprises
217(30)
A Value Stream Approach to Understanding Enterprise Integration Challenges
217(1)
Above the Level of a Single Program Value Stream
218(2)
Identifying Value Across the Enterprise
220(8)
Creating Enterprise Value Propositions
228(13)
Delivering Enterprise Value
241(5)
Summing Up
246(1)
Value at National and International Levels
247(34)
A `Crisis' in Defense Aerospace?
248(3)
Value Identification
251(9)
Creating the Value Proposition
260(5)
Value Delivery
265(13)
Summing Up
278(3)
Future Value
281(10)
Five Guiding Principles for Lean Enterprise Value
281(8)
Conclusion
289(2)
Part IV Appendices 291(7)
Appendix A Lean Aerospace Initiative Member Organizations (October 2001)
293(3)
Airframe
293(1)
Avionics/Electronics
293(1)
Propulsion, Power Systems and Controls
293(1)
Space
294(1)
US Air Force
294(1)
Other Government Entities
294(1)
Invited Participants - Labor
294(1)
Invited Participants - Industry and Government
295(1)
Appendix B
LAI Supported Students Completing Theses
296(1)
Other Graduate Students Participating in LAI
297(1)
Other Graduate Students Whose Theses have Contributed to LAI
297(1)
Notes 298(25)
Index 323

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