LAI Consortium’s Role in Enterprise
Transformation: Making It Happen
Presented By
Prof. Deborah Nightingale
LAI Plenary Conference
March 23, 2004
The Journey to Lean Enterprise
Transformation
• Let’s take a look at where we’re headed as a
consortium and an industry…
• What we’ll need to get there…
• And what you’ll see and hear at this Plenary
that will get us there…
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 2
Working Together to Make
Transformation Happen Through the
LAI Knowledge Cycle
6 LAI Goals
Achieve Total
Enterprise Value
Outcomes/
Measures
Experience and
Lessons Learned
Requirements
LAI
Consortium
LAI Community
Implementation
Knowledge
Deployment
Web
Curriculum
Workshops
etc.
web.mit.edu/lean
Consortium
Expertise
Research
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 3
Why Is An Enterprise Focus
Important?
Successes Through
Interaction Between
Functions
Functional Lean
Successes
•Manufacturing
•Product Dev.
•Supplier Network
Lean Applied to
Enabling Processes
•HR
•IT, etc.
Transition from
Waste
Minimization to
Value Creation
Success Through
Enterprise
Integration
Success Through
Total Enterprise
Integration of All
Stakeholders
•Industry
•Government
•Suppliers
•Employees
“Islands” of Success
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 4
Evolution of Lean: Total
Integrated Enterprise
Enterprise
Customers
Customers
Prime
Contractors
Gov’t
Gov’t
Prime
Contractors
Employees
and Unions
Partners
Enterprise
Employees
& Unions
Partners
Suppliers
Suppliers
Connected Enterprise
Total Integrated Enterprise
The Journey to a Lean Total Integrated Enterprise is Extremely Challenging
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 5
Lean Journey: From the Factory
Floor to the Total Enterprise
“A lean enterprise is an integrated entity that
efficiently creates value for its multiple
stakeholders by employing lean principles and
practices.”
– Lean Enterprise Value,
Murman et al.
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 6
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
LAI
Consortiu
• Communities of practice
m
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
6 LAI Goals
Outcomes/
Measures
•
Experience and
Lessons Learned
LAI Community
Implementation
Knowledge
Deployment
•
•
Web
Curriculum
Workshops
etc.
web.mit.edu/lean
Products/New Knowledge
Requirements
Consortiu
m
Expertise
Research
Knowledge
Collection
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 7
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
• Communities of practice
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
•
Requirements
LAI
Consortiu
m
Web
Curriculum
web.mit.edu/lean
Consortiu
m
Expertise
Research
Knowledge
Deployment
Workshops
etc.
•
Outcomes/
Measures
Experience and
Lessons Learned
LAI Community
Implementation
•
6 LAI Goals
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 8
LAI Has Assisted with Lean Deployment
for Enterprise Transformation
“The momentum generated by Lean Programs has resulted in
significant gains from lean implementation by prime contractors
and LAI Coalition members.”
•
Industry and academia contributed experts for lean deployment and
training
•
•
Government leadership has been critical to successful engagement
•
Projects reflect best from consortium: training, expertise, and
engagement methodology
Prototype projects successful at improving interface processes
between industry and government
Contributing LAI Members: Boeing, Lockheed Martin, Northrop
Grumman, MIT, Pratt & Whitney, Raytheon, Rockwell Collins,
Rolls-Royce, Textron
* Source: GEIA Report “An Assessment of the Degree of Implementation of the Lean Aerospace Initiative Principle and Practices within the US Aerospace and Defense Industry”, Feb 2004
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 9
Lean Now…A Consortium Success
CTF(F/A-22)
(F/A-22)
CTF
Installreduced
reducedfrom
from
Install
97toto46
46hours
hours
97
Team:LAI
LAISME,F/A-22,
SME,F/A-22,
Team:
SPO,
MIT,
LMAero,
Aero,
SPO, MIT, LM
Boeing,Discipline
DisciplineExperts
Experts
Boeing,
AlphaContracting
Contracting
Alpha
(GlobalHawk)
Hawk)
(Global
AlphaContracting
Contracting- -37%
37%
Alpha
cycletime
timereduction
reduction
cycle
Team:Northrop-Grumman,
Northrop-Grumman,
Team:
Raytheon,MIT,
MIT,Global
GlobalHawk
HawkSPO
SPO
Raytheon,
ContractCloseout
Closeout(F-16)
(F-16)
Contract
Auditprocess
processreduced
reducedfrom
from
Audit
26+toto77weeks
weeks
26+
Team:LAI
LAISME,
SME,MIT,
MIT,F-16
F-16SPO,
SPO,DCMA,
DCMA,
Team:
DCAA,DFAS,
DFAS,LM
LMAero
Aero
DCAA,
web.mit.edu/lean
Course
Course
Development
Development
Team:LAI
LAISME,
SME,MIT,
MIT,
Team:
DisciplineExperts
Experts
Discipline
TurbineEngine
EngineTest
Test(AEDC)
(AEDC)
Turbine
10Engine
EngineSPO
SPOprojects
projectsunderway
underway
10
Team:LAI
LAISME,
SME,MIT,
MIT,AEDC,
AEDC,AFMC,
AFMC,ASC,
ASC,
Team:
AFRL,ALC,
ALC,AFFTC,
AFFTC,NAVAIR,
NAVAIR,GE,
GE,RR,
RR,P&W
P&W
AFRL,
ProcurementRequest
Request
Procurement
(OgdenALC)
ALC)
(Ogden
Trainingand
andPR
PRprocess
process
Training
VSMcomplete
complete
VSM
Team:MIT,
MIT,
Team:
DisciplineExperts
Experts
Discipline
ITSP (ESC)
(ESC)
ITSP
Team: LAI SME, Discipline
Team: LAI SME, Discipline
Experts
Experts
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 10
LAI Consortium is Working Together to
bring about Enterprise Transformation
10 Lean Workshops/Facilitator Training
Maturity of practice and influence
Wave 2
Prototypes
Begin
ESC ITSP
DAU
52+
Events/Projects
for F/A-22, GH,
F-16 Hosts
Alpha
CTF
Contracting
OFP
Load
GH
GH
ICS
ISS
Contract
Lean Now
Closeout
Workshop
Developed
Wave 1
Prototypes
2002
web.mit.edu/lean
CTF
Deploying
Lean (VSM,
Kaizens,
Internal
Coaches,
etc…)
Wave 2
Prototypes
AEDC
Turbine
Engine
Test
OO-ALC
Procurement
Request
Strategic
Engagements
Begin
OO-ALC
Transition to
Lean roadmap
Executive
Leadership
Team
Deployment
Roadmap
Lean Now
Facilitators
Course
Developed
EVSMA
Strategic
Objectives
Current/
Future State
Enterprise
Enterprise
Engagement Transformation
2003
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 11
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
• Communities of practice
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
•
Requirements
LAI
Consortiu
m
Web
Curriculum
web.mit.edu/lean
Consortiu
m
Expertise
Research
Knowledge
Deployment
Workshops
etc.
•
Outcomes/
Measures
Experience and
Lessons Learned
LAI Community
Implementation
•
6 LAI Goals
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 12
The Challenges of Complex Enterprise
Requires a Systems Approach
New strategic systems perspective
Viewing enterprises as holistic and highly networked systems
Integrating leadership processes, lifecycle processes and
enabling infrastructure systems
Balancing needs of multiple stakeholders working across
boundaries
MOVING FROM THE PAST
(hierarchical) enterprise
web.mit.edu/lean
TOWARDS THE FUTURE
(networked) enterprise
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 13
What are the key issues and
unknowns in moving to enterprise
capability?
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 14
Key Enterprise Questions
•
How to accelerate lean enterprise transformation?
• Organizational and cultural change
• Metrics for motivating desired behavior
• Diffusing and sustaining lean changes
•
How to design future lean enterprises?
• Total value stream and lifecycle value creation perspective
• Integration strategies for enterprise networks
• Frameworks and methods for enterprise architecting
•
How to evolve adaptive lean enterprises?
• Evolutionary acquisition and development -- system-of-systems perspective
• Fostering innovation across acquisition value stream
• Ensuring flexibility, agility and responsiveness at Internet-speed
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 15
Focus on Three Knowledge Areas to
Meet Current and Future Challenges
•
Enterprise Change
• Strategic, enterprise-level approach to accelerating effective and
sustainable improvement and change
•
Enterprise Architecting
• Creating a future lean vision and designing an enterprise to support it
• Incorporate information, organization, process, technology and strategic
dimensions
•
Product Lifecycle
• “Pushing the envelope” in the area of designing and developing
aerospace products in a complex system-of-systems environment to
shorten cycle time, reduce cost and increase delivery of best lifecycle
value.
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 16
Systems Engineering Revitalization
LAI Initiatives on Systems Engineering
Fast Track
SE Research
Recommended
Policy
Changes
web.mit.edu/lean
SE Learnings from Lean Now Projects
Workshop on System Robustness
Robust SE Best Practices Study
“Lean Systems Engineering”
Pilot Projects
Robust
Engineering
Guide
(Updates)
Best
Practices
&
Research
Reports
. .
.
Knowledge gaps
Longer Term
SE Research
Lean SE
Practices
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 17
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
• Communities of practice
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
•
Requirements
LAI
Consortiu
m
Web
Curriculum
web.mit.edu/lean
Consortiu
m
Expertise
Research
Knowledge
Deployment
Workshops
etc.
•
Outcomes/
Measures
Experience and
Lessons Learned
LAI Community
Implementation
•
6 LAI Goals
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 18
Role of Knowledge Teams
•
•
•
•
•
Developing tools based on research, practice and
experience
Sharing knowledge
Providing guidance to research
Sponsoring tests/validation of products
Supporting transformation case studies
Communities of Practice => Leveraging Consortium Knowledge
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 19
Knowledge Teams and Communities
•
Enterprise Change
–
–
–
–
•
Enterprise Architecting
–
–
•
EVSMA working group
Supplier Networks working group
Product Lifecycle
–
•
Lean Now SME network
Government LESAT working group
Sustaining lean change working group
Metrics working group
Product development team
Education and Outreach
–
–
web.mit.edu/lean
Education Network
Champions Network
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 20
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
• Communities of practice
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
•
Requirements
LAI
Consortiu
m
Web
Curriculum
web.mit.edu/lean
Consortiu
m
Expertise
Research
Knowledge
Deployment
Workshops
etc.
•
Outcomes/
Measures
Experience and
Lessons Learned
LAI Community
Implementation
•
6 LAI Goals
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 21
Integrated Enterprise
Transformation Toolset
How do I become a
Lean Enterprise?
Long Term Cycle
Entry/Re-entry Cycle
Focus on the Value
Stream
Adopt Lean
Paradigm
• Build Vision
• Convey Urgency
• Foster Lean Learning
• Make the
Commitment
• Obtain Senior Mgmt.
• Buy-in
Decision to
Pursue
Enterprise
Transformation
Enterprise
Strategic
Planning
• Create the Business
Case for Lean
• Focus on Customer
Value
• Include Lean in
Strategic Planning
• Leverage the
Extended Enterprise
Initial
Lean
Vision
•
•
•
•
•
Map Value Stream
Internalize Vision
Set Goals & Metrics
Identify & Involve Key
Stakeholders
Develop Lean Structure &
Behavior
Detailed
Lean
Vision
•
•
•
•
Organize for Lean Implementation
Identify & Empower Change Agents
Align Incentives
Adapt Structure & Systems
+
Environmental
Corrective
Action Indicators
Short Term Cycle
Focus on Continuous
Improvement
•
•
•
•
Monitor Lean Progress
Nurture the Process
Refine the Plan
Capture & Adopt New
Knowledge
Outcomes on
Enterprise
Metrics
Detailed
Corrective
Action
Indicators
Lean
Transformation
Framework
Create & Refine
Transformation Plan
• Identify & Prioritize Activities
• Commit Resources
• Provide Education & Training
+
Implement Lean Initiatives
• Develop Detailed Plans
• Implement Lean Activities
Enterprise
Level
Transformation
Plan
Transition to Lean
Roadmap (TTL)
web.mit.edu/lean
How do I analyze
my enterprise and
create a Lean
Enterprise vision?
1:
EVSMA
Set-Up
2:
Stakeholder
Value
Exchange
5:
Enterprise
Interactions
3:
Strategic
Objectives
6:
Current State
Synthesis
4:
Enterprise
Processes
7:
Future State
8:
Improvement
Plan
Enterprise Value
Stream Mapping and
Analysis (EVSMA)
How do I assess
my progress?
Lean
Enterprise SelfAssessment
Tools (LESAT
and
Government
LESAT)
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 22
Enterprise Value Stream Mapping
and Analysis (EVSMA)
1: Define
Enterprise
EVSMA provides a
coherent method for
analyzing and
improving enterprise
performance:
•
•
•
•
strategic objectives
stakeholder interests
process interactions
enterprise opportunities
web.mit.edu/lean
2: Identify
Stakeholder
Value
Exchange
5: Analyze
Enterprise
Interactions
3: Specify
Strategic
Objectives
6: Conduct
LESAT and
Synthesize
Current State
4: Analyze
Enterprise
Processes
7: Envision
Future State
8: Define
Prioritized
Improvement
Plan
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 23
Government Lean Enterprise
Self-Assessment Tool
•
•
•
Alpha version complete and in
testing
May go to version 1.0 with only word
changes
Background:
•
•
LESAT revised making it more
appropriate for government
organizational use
Source: Lean Aerospace Initiative, MIT © 2001
as modified by MIT on 5/12/03
•
Review of LESAT relative to SPO
operation indicated 60-70% of LESAT
usable in government context
Alpha version developed with small
team
Primary focus for use is:
•
•
SPOs
Government organizations with
multiple functions needed to fulfill
mission
Successfully
Successfullytested
testedwith
withGlobal
GlobalHawk
Hawkand
andC-17
C-17SPOs
SPOs
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 24
Supplier Networks Transformation
Toolset can Help Accelerate
Industry’s Transformation
C
or
e
co
nc
ep
ts
ROADMAP
ROADMAP
DESK
DESK
REFERENCE
REFERENCE
Principles
Principles
References
References
Glossary
Glossary
for
for building
building lean
lean
supplier
supplier networks
networks
How-to,
How-to, who,
who, when,
when,
where
where
RESOURCE
GUIDE
For smaller
suppliers
(Lean diagnostic;
“yellow pages”)
Core concepts
n
tio
ta
en
em
pl
Im
Supplier
Networks
Working
Group
Activity
SUPPLIER
SUPPLIER
MANAGEMENT
MANAGEMENT
SELF-ASSESSMENT
SELF-ASSESSMENT
TOOL
TOOL
What,
What, current
current state,
state,
future
future state
state
OBJECTIVE: Develop integrated lean supplier networks
transformation toolset
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 25
Lean Enterprise Value Training
Simulation
•
A simulation of a complex aerospace
enterprise
• Integrated lecture material and exercises
• Provides knowledge, tools, and experiential learning
•
Suppliers
Version 1.0 released to LAI consortium
Manufacturing
Plant B
Lean
Enterprise
Business
Simulation
Game
Plant A
Design
Change
Request
2nd Tier
1st Tier
Design
Plant C
Analysis
Final
Assembly
Customer
Acceptance
Engineering
Verification
Design
In/Out Box
©2004 MIT
Design
Systems
Engineering
Analysis
• Refined, validated, and deployed through 20+ events
• 500-600 practitioners impacted so far…
• Facilitated deployment and customization to LAI
members
•
Summer 04 short course planned
“Finally, saw how lean concepts actually
function”
2 day course participant March 2004
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 26
LAI has a Unique Capability for
Addressing Enterprise Transformation
Challenges
•
•
Engaged Members Assisting Transformation Efforts
Knowledge Areas
• Fact-based neutral-forum
• Cutting edge enterprise-level research
Knowledge Teams
• Communities of practice
• Tool development
• Implementation cases
• Research
Integrated Enterprise Toolset
• Enterprise transformation, analysis and assessment
Education
• Education Network/Lean Academy
• Lean enterprise curriculum and training
Achieve Total
Enterprise
Value
•
Requirements
LAI
Consortiu
m
Web
Curriculum
web.mit.edu/lean
Consortiu
m
Expertise
Research
Knowledge
Deployment
Workshops
etc.
•
Outcomes/
Measures
Experience and
Lessons Learned
LAI Community
Implementation
•
6 LAI Goals
Knowledge
Collection
Products/New Knowledge
Data
Site Visits
Workshops
etc.
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 27
LAI Educational Network
Vision: Active communication and collaboration among
member schools supporting the transformation of the greater
US aerospace enterprise
Mission: Support continuous
learning throughout the US
aerospace enterprise by
sharing knowledge and
curriculum developed by
EdNet members
Photo: Judy Snow Nov 2, 2002
Adding Value by Leveraging Efforts Through Networking
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 28
Schools Engaged in the EdNet
Univ of
Wright State*
Michigan*
International Schools:
University of Warwick*
WPI
Purdue*
MIT*
Stevens Institute
of Technology
Stanford
DAU*
Loyola Marymount*
USC
ASU
Wichita State*
Univ of Tennessee*
UT - Arlington*
Georgia Tech
Univ of New Orleans*
St. Louis University
Embry-Riddle
Univ of Missouri-Rolla
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 29
web.mit.edu/lean
* Signed Collaborative Agreement
Lean Academy Objective
•
•
Create industry-academia partnerships
•
Provide course contact hours roughly
equivalent to a semesters course oncampus (approx. 40 hours)
•
Provide combination of junior faculty,
senior faculty, and experienced
practitioner on the instructor team
Combine faculty instruction with practical
application through a job experience
Make a meaningful
impact to undergraduate
education
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 30
New Curriculum Development
•
1-week facilitator course
•
•
•
•
•
“Best of the best” from 5 LAI industry members and MIT
Now approved for use within the consortium
Course material will be available by June 2004
DAU on-line “Intro to Lean Enterprise” course
Lean Academy™ 1-week student course
•
•
•
Collaborative project with LAI and EdNet members
Curriculum currently under development
Course material will be available by September 2004
Course materials will be available for all LAI and EdNet
members for non-commercial use
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 31
Plenary Roadmap
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 32
Plenary Roadmap
Tuesday Morning General Session
Enterprise leaders’ perspectives on Enterprise transformation:
• Maj. Gen. Thompson on transformation in the Army Materiel Command
• Dr. Sandford on Boeing Integrated Defense Systems approach to
enterprise transformation and results
•
Rear Admiral Bachmann on Naval Aviation’s transformation initiative
AIRSpeed
•
Dr. Steward on past accomplishments and future direction of Air Force
Materiel Command (AFMC) transformation and restructuring
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 33
Plenary Roadmap
Breakout Sessions
• Sharing enterprise transformation experiences
• Enterprise transformation through knowledge transfer
• Infrastructure systems for enterprise transformation
• Lean success
• Industry-government interface
• Extending lean processes
• Government enterprises
• Process approaches for lean success
• Enterprise transformation perspectives and experiences
• Revitalizing systems engineering
• Individual, team and organizational learning
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 34
Plenary Roadmap
Executive Panel Session
• Maj. Gen. Kevin Sullivan on leading a transformation effort at Ogden
Air Logistics Center
•
•
Ms. Lisa Kohl on process based organizational transformation
•
Mr. Christopher Cool on charting a journey of enterprise
transformation
•
Col. William Guinn on the enterprise transformation at Letterkenny
Army Depot
Mr. Thomas Pinski on partnering with labor unions to facilitate
transformation
Poster Session
• New LAI products
• Ongoing research
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 35
Plenary Theme
Enterprise Transformation:
Making it Happen!
web.mit.edu/lean
© 2004 Massachusetts Institute of Technology Nightingale/032304 - 36