Benchmarking USAF and USN Lean Enterprise
Transformation
Study Objectives:
Describe the USAF's and USN's enterprise-level lean programs and the
ways in which each contribute to local results in a field case setting.
Outcomes:
Workforce
Reduction
Pressures
1) Comparison of the overall enterprise programs, including each
program's role in achieving local results
2) Proposal of how lean enterprise approaches apply and could be
improved for DoD settings based upon literature from industry
applications
Financial
Pressures
Aging Fleets
Infrastructure
Pressures
Changing Security
Landscape
Change
Drivers
Research Questions
What are the basic change capabilities being utilized to implement change?
Where does the strategic direction come from?
What is corporate intent for the resultant cost savings?
What are the respective strengths and limits of each?
What is the current enterprise orientation and strategy towards lean transformation?
How does both the enterprise organizational structure and command linkage either enable or slow progress?
What lean initiatives are the enterprises pursuing and how are they aligned?
How did they originate?
How does source of origination source affect sustaining momentum?
What learning processes and programs are employed?
Which enable personal growth/development?
How has personal growth enabled enterprise-wide cultural adoption of lean?
Context
Framework
Capabilities & Precepts for Enterprise Change
Context
Method
Command
Command
Rethinking Org. Boundaries
Enterprise-level strategy
Enterprise-level collaboration mechanisms
Enterprise-level org. structure
Enterprise-level activities
Project Plan
Strategic Vision
Commitment
April
Resources
May
03
17
01
Jun
15
05
Jul
19
10
Distributing Leadership Practices
Systems orientation
Active in alignment of initiatives
Orientation to customer value
Guidance for bridging boundaries
Aug
24
07
21
Literature Review
Metrics
Project
Concept Development
- Candidate Enterprises
Field Operating
Location
Implementation
- Draft Research Questions
Field Operating
Location
- Draft Detailed Proposal
- Enterprises Selected
Resources
03 Apr
05 Apr
14 Apr
Seeking Growth Opportunities
Improvement-for-growth goals
Employment security
Commitment to personnel development
Growth through acquisitions or alliances
- Site Visit #1 (TBD)
- Site Visit #2 (TBD)
Training
- Site Visit #3 (TBD)
Metrics
Installing sets of org. innovations
Multiple initiatives
Consistency and sequencing of initiatives
Continuity of initiatives & leadership
Systems of practice orientation
ID ’d
Project Data
Gathering, Compilation
Initiatives
Basic Change Capabilities
Consistency of principles & methods
Training & consulting
Dedicated specialists
Measurement systems
Pushing and Pulling Change
Strategic positioning
Financial engineering
Active employee involvement
Organizational learning
Balanced orientation
- Site Visit #4 (TBD)
Data Synthesis
and Assessment
Basis of Comparison Examples
- Draft Report
2
- Final Report
Source: Roth; “Succeeding along the value stream:
Five precepts for architecting and orchestrating lean enterprise change”
01 Jul
3
01 Aug
1
TED V SHOEPE, MAJ, USAF
tshoepe@mit.edu