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5.6.2 A Lean Approach to Improving SE Visibility in Large Operational Systems Evolution
Author(s) -
Turner Richard,
Lane Jo Ann,
Ingold Dan,
Madachy Ray
Publication year - 2013
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2013.tb03028.x
Subject(s) - visibility , computer science , scheduling (production processes) , variety (cybernetics) , systems engineering , process (computing) , risk analysis (engineering) , work in process , process management , industrial engineering , engineering , operations management , business , artificial intelligence , physics , optics , operating system
Abstract It is often difficult to understand the status of capability development in large operational systems. Schedules are rarely stable. This is due to factors such as: the size and complexity of capabilities; unexpected changes in priorities; depth of supplier chains; variety and availability of special engineering resources; contract structure; and the inherently complex nature of such operations. Lean approaches use the concepts of work in progress (WIP) and capacity to maximize flow through a process. Under certain circumstances, these concepts can be applied to systems engineering and development processes. This paper describes an example implementation of the concept in a large health care system of systems. To enhance both visibility and flow, the approach utilizes visualization techniques, pull‐scheduling processes, and a services approach to systems engineering.