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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000005182336 | TL 685.3 L38 2002 | Open Access Book | Book | Searching... |
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Summary
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 Notes
The author team form the Lean Aerospace Initiative based at MIT and contain a number or outstanding academics and researchers including:
EARLL M. MURMAN is Professor of Aeronautics and Astronautics and Program Director of the Lean Aerospace Initiative at Massachusetts Institute of Technology.
THOMAS J. 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 | p. X |
List of Figures and Tables | p. xii |
Foreword | p. xiv |
Acknowledgements | p. xx |
List of Abbreviations | p. xxiii |
Part I Higher, Faster, Farther | p. 1 |
Chapter 1 The 21st-Century Enterprise Challenge | p. 3 |
Lean Enterprise Value | p. 4 |
Value as 'True North' | p. 8 |
Principles of Lean Enterprise Value | p. 12 |
The Aerospace Challenge | p. 14 |
Moving Forward | p. 24 |
Chapter 2 The Cold War Legacy | p. 25 |
1945-69: A Bullish Quarter-Century | p. 27 |
1970-89: Shifting National Priorities | p. 38 |
Challenges of the Cold War Legacy | p. 54 |
Chapter 3 Monuments and Misalignments | p. 55 |
Dynamics of Industrial Innovation | p. 56 |
Actions and Reactions | p. 66 |
Barriers to Change | p. 73 |
The Challenge Ahead | p. 82 |
Part II Better, Faster, Cheaper | p. 85 |
Chapter 4 Lean Thinking | p. 87 |
Lean Thinking Defined | p. 89 |
Lean Thinking in its Historical Context | p. 96 |
Lean Thinking and Other System-Change Initiatives | p. 107 |
Implications of Lean Thinking for the Aerospace Industry | p. 114 |
Chapter 5 Islands of Success | p. 117 |
A Herculean Island: Transforming Production on the C-130J | p. 118 |
A Byte-Sized Island: Improving Code Generation | p. 120 |
A Better-Practice Island: Manufacturing F-22 and RAH-66 Electronics Using Commercial Practices | p. 123 |
An Engineering Support Island: The F-16 Build-To-Package Center | p. 125 |
A Cultural Island: New Ideas and Methods for 777 Floor Beams | p. 127 |
An Island Chain: The Pratt & Whitney Story | p. 130 |
An Awakening Island: Diffusing Lean Practices to the Delta IV Launch Vehicle | p. 133 |
An Island of 'Pull': Integrating Supplier and Material Management at GE Lynn | p. 135 |
A Mini-Enterprise Island: Joint Direct Attack Munition | p. 138 |
Summing Up | p. 141 |
Chapter 6 Lean Enterprises | p. 142 |
The 'Whats' of a Lean Enterprise: Lean Principles and Practices | p. 146 |
The 'Hows' of Lean Enterprise Transformation | p. 154 |
Assessing the 'Where' on a Lean Journey | p. 156 |
Integrated Entities | p. 159 |
Enterprise Stakeholders | p. 168 |
A Long Journey | p. 172 |
Part III Creating Enterprise Value | p. 175 |
Chapter 7 A Value-Creation Framework | p. 177 |
What is Value? | p. 178 |
Value Streams and Doing the Job Right | p. 180 |
Introducing the Framework | p. 182 |
Value Identification | p. 184 |
Value Proposition | p. 185 |
Value Delivery | p. 187 |
Linking the Value-Creation Framework Across Three Levels of Enterprise | p. 187 |
Summing Up | p. 187 |
Chapter 8 Program Value | p. 190 |
Value Identification | p. 193 |
Program Value Proposition | p. 200 |
Delivering Program Value | p. 207 |
Adapting to Change | p. 212 |
Summing Up | p. 215 |
Chapter 9 Value in Corporate and Government Enterprises | p. 217 |
A Value Stream Approach to Understanding Enterprise Integration Challenges | p. 217 |
Above the Level of a Single Program Value Stream | p. 218 |
Identifying Value Across the Enterprise | p. 220 |
Creating Enterprise Value Propositions | p. 228 |
Delivering Enterprise Value | p. 241 |
Summing Up | p. 246 |
Chapter 10 Value at National and International Levels | p. 247 |
A 'Crisis' in Defense Aerospace? | p. 248 |
Value Identification | p. 251 |
Creating the Value Proposition | p. 260 |
Value Delivery | p. 265 |
Summing Up | p. 278 |
Chapter 11 Future Value | p. 281 |
Five Guiding Principles for Lean Enterprise Value | p. 281 |
Conclusion | p. 289 |
Part IV Appendices | p. 291 |
Appendix A Lean Aerospace Initiative Member Organizations (October 2001) | p. 293 |
Airframe | p. 293 |
Avionics/Electronics | p. 293 |
Propulsion, Power Systems and Controls | p. 293 |
Space | p. 294 |
US Air Force | p. 294 |
Other Government Entities | p. 294 |
Invited Participants--Labor | p. 294 |
Invited Participants--Industry and Government | p. 295 |
Appendix B | |
LAI Supported Students Completing Theses | p. 296 |
Other Graduate Students Participating in LAI | p. 297 |
Other Graduate Students Whose Theses have Contributed to LAI | p. 297 |
Notes | p. 298 |
Index | p. 323 |