- Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program.
- Lee, Steven (Steven SangHeon)
- Deborah Nightingale and Roy
Welsch. Leaders for Global Operations
- Massachusetts Institute of Technology
- 80 p.
- M.I.T. theses are protected by copyright. They may be
viewed from this source for any purpose, but reproduction or
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permission. See provided URL for inquiries about
- Traditionally, in Raytheon's Integrated Defense
System Product Development Engineering Group, lean initiatives have
not been fully adopted. Though the lean tools are useful, the
engineering group is looking for more effective deployment methods
to implement lean. The conventional push approach is to have
management communicate some strategic objective which generates a
project. Historically, a useful lean tool is developed and
introduced, but is under-utilized months later. We focused on
implementing a push-pull hybrid approach. The purpose is to merge
the strategic objectives with stakeholder values to generate a
project that addresses needs from both ends. Organizations (such as
Toyota) that are effective with change management typically spend
80 percent of their time and resources on people engagement and
organizational architecture. The remaining 20 percent is spent on
lean tool utilization. Raytheon emulated this model and generated
initial people engagement. We discovered that successful change
management embodies three factors: 1) Engaging Stakeholders 2)
Engaging Leaders 3) and Ensuring Alignment of Organizational
- by Steven Lee.
- Thesis (M.B.A.)--Massachusetts Institute of
Technology, Sloan School of Management; and, (S.M.)--Massachusetts
Institute of Technology, Engineering Systems Division; in
conjunction with the Leaders for Global Operations Program at MIT,
- Cataloged from PDF version of thesis.
- Includes bibliographical references (p.
- Instructions in case access is denied
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