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2.4.2 A Framework for Supporting the Transition to Lean Systems Engineering
Author(s) -
Grünwaldt Steffen,
Hofstetter Wilfried K.,
Palm Herbert
Publication year - 2011
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2011.tb01198.x
Subject(s) - lean project management , lean manufacturing , process management , new product development , value stream mapping , product (mathematics) , work (physics) , computer science , engineering , knowledge management , systems engineering , operations management , business , mechanical engineering , marketing , geometry , mathematics
Lean Thinking has long been recognized as an important approach to sustainable and comprehensive improvement of products as well as business processes. In the area of systems, the Lean approach is particularly attractive because of its joint improvement of systems engineering effectiveness and efficiency. Yet, to date no comprehensive framework has been put forth for managing the transition to lean systems engineering in a real‐world product development organization engaged in day‐to‐day business. This paper presents a novel 3‐stage framework for managing the transition to Lean Systems Engineering, with special focus on aspects such as lean awareness and target definition as well as active participation of employees and for capability build‐up during the transition phase in order to ensure top‐to‐bottom buy‐in. The framework is based on actual consulting experience of the authors; for three recent example transitions the application of the framework is discussed. Based on these application experiences, a number of significant conclusions with regard to the proposed framework can be drawn covering the effectiveness of people‐related measures, value stream analysis and design activities. Significant opportunities for further work remain, in particular in the areas of further application of the framework, correlation of current and future state scenarios and associated transition strategies with standard management consulting case scenarios as well as further development of lean training exercises for systems engineering methods as applied to product development.