In the recent past, the core concepts of lean manufacturing, i.e., a focus on value adding process and activities, inherently reducing the non-value adding work, have been expanded beyond the factory floor. In a broad sense, lean concepts are applicable in the enterprise context, as characterized by the Lean Enterprise Model shown in appendix F. This has created overlap and interaction between lean and other existing product and process improvement efforts. Certainly, it is difficult to distinguish those features that identify lean from other value-focused
initiatives. For the purpose of this research, all programs, practices, initiatives, and directives relevant to value creation were studied. Considering a broad perspective of lean, the ideas presented in this work contribute to the existing tool set and method associated with lean implementation at the enterprise level.
Defines standard
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| File | MIME type | Size (KB) | Language | Download | |
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| TH_Stanke.pdf | application/pdf | 1.69 MB | English | DOWNLOAD! |
Provides definitions
Abstract
Best lifecycle value is a concept rooted in value analysis, lifecycle consideration, and systems engineering which has evolved to support a holistic perspective of system development and program management. This thesis determines factors enabling consideration and achievement of lifecycle value by examining product development work. The scope of this effort focuses on aerospace programs to characterize lifecycle value for complex systems. Although different systems may define lifecycle value differently, there are common elements of the concept that have been identified. Based on four in-depth case studies and existing models, a theoretical framework for lifecycle value creation has been developed. The structure for this framework consists of three somewhat sequential and iterative processes: value identification,
value proposition, and value delivery. Results from the case studies reported in the form of best practices have been related to this theoretical framework in six categories of value attributes.
These attributes (holistic perspective, organizational factors, requirements and metrics, tools and methods, enterprise relationships, and leadership and management) apply to the entire lifecycle value framework. The combination of the framework and the practices from the case studies form a lifecycle value creation model, suggesting a lifecycle value approach encompasses
appropriate and successful strategies for product development, system design, and program management.