Lean Systems

1. Auflage 2011
ISBN: 978-1-118-00889-8
Verlag: Wiley

Buch, Englisch, Band 1, 336 Seiten, Format (B × H): 161 mm x 240 mm, Gewicht: 668 g

Reihe: Wiley Series in Systems Engineering and Management

The book describes the cutting-edge field of Lean for Systems Engineering and the new intellectual product Lean Enablers for Systems Engineering, LEfSE, a comprehensive checklist of 194 practices of Systems Engineering, focused on creating value without waste in large technological programs.

Autoren/Hrsg.

Oppenheim, Bohdan W

Oppenheim, B. W.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Wirtschaftsinformatik, SAP, IT-Management
• Wirtschaftswissenschaften Betriebswirtschaft Management Forschung & Entwicklung (F&E), Innovation
• Wirtschaftswissenschaften Betriebswirtschaft Management Projektmanagement
• Technische Wissenschaften Technik Allgemein Konstruktionslehre und -technik
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Einkauf, Logistik, Supply-Chain-Management
• Technische Wissenschaften Technik Allgemein Betriebswirtschaft für Ingenieure

Inhaltsverzeichnis

Foreword xi

Preface xv

Acknowledgments xix

List of Enablers and Subenablers in Chapter 7 xxiii

List of Figures and Numbered Text Boxes xxxiii

1 Introduction 1

1.1 Introducing Lean Systems Engineering and Lean Enablers for Systems Engineering 1

1.2 Organization of the Book 6

2 A Brief History of Recent Management Paradigms 9

2.1 From TQM to Six Sigma and Lean 9

2.2 Lean Six Sigma 13

3 Lean Fundamentals 14

3.1 Value 14

3.2 Waste 15

3.3 Lean Principles 17

3.3.1 Principle 1: Value 17

3.3.2 Principle 2: Map the Value Stream 17

3.3.3 Principle 3: Flow 20

3.3.4 Principle 4: Pull 21

3.3.5 Principle 5: Perfection 21

3.3.6 Principle 6: Respect for People 22

3.4 The Lean Symphony of the Principles 22

4 Lean in Product Development 25

4.1 Review of Progress 25

4.2 The Method of Lean Product Development Flow (LPDF) 28

4.2.1 Introduction to LPDF 28

4.2.2 Lean Manufacturing: A Refresher 29

4.2.3 Overview of LPDF 30

4.2.4 Integrative Events 33

4.2.5 Selecting the Project Schedule 34

4.2.6 Mapping the Value Stream 35

4.2.7 Project Leadership and Management 38

4.2.8 Project Room 40

4.2.9 Closing Remarks about LPDF 40

5 From Traditional to Lean Systems Engineering 42

5.1 Successes and Failures of Traditional Systems Engineering 42

5.2 Waste in Traditional Systems Engineering 44

5.3 Beginnings of Lean Systems Engineering 49

5.4 Lean Systems Engineering Working Group of INCOSE 50

5.5 Value in Lean Systems Engineering 51

6 Development of Lean Enablers for Systems Engineering (LEfSE) 54

6.1 Strategy 54

6.2 Development of LEfSE 55

6.3 Survey 58

6.4 Benchmarking with NASA and GAO Recommendations 59

6.5 Version 1.0 and Awards 59

7 Lean Enablers for Systems Engineering 64

7.1 Organization 64

7.2 Tables with Lean Enablers for Systems Engineering (LEfSE) 67

7.2.1 Lean Principle 1: Value 67

7.2.2 Lean Principle 2: Map the Value Stream (Plan the Program) 85

7.2.3 Lean Principle 3: Flow 116

7.2.4 Lean Principle 4: Pull 164

7.2.5 Lean Principle 5: Perfection 169

7.2.6 Lean Principle 6: Respect for People 204

8 General Guidance for Implementation 247

8.1 General Guidance for Implementing LEfSE 247

8.2 Early Case Studies 249

8.2.1 Rockwell Collins, Incorporated (RC) 250

8.2.2 Thales Aerospace, France 251

8.2.3 Rafael, Israel 251

8.2.4 EADS and AFIS 252

8.2.5 Early Results from a Study by E. Honour 252

8.2.6 Toyota 253

Glossary of Abbreviations 254

Glossary of Idioms, Colloquialisms and Foreign Expressions 256

References 259

Appendix 1. INCOSE Web Page with LEfSE 265

Appendix 2. Mapping of LEfSE onto INCOSE SE Processes 267

Author’s Biography 281

Index 283

Über Autor(innen)

Bohdan W. Oppenheim is the founder and Co-Chair of the Lean Systems Engineering Working Group of INCOSE and leader of the development effort of Lean Enablers for Systems Engineering. Dr. Oppenheim is Professor of Systems Engineering at Loyola Marymount University. He serves as a coordinator of the Educational Network of the Lean Advancement Initiative Consortium at MIT. Previously, Dr. Oppenheim served seven years as a director of the U.S. Department of Energy Industrial Assessment Center, assessing some 125 industrial plants for lean productivity. He has consulted with Boeing, Northrop Grumman, Raytheon, and many other U.S. and foreign firms on lean systems engineering.