Benchmarking USAF and USN Lean Enterprise
Transformation
TED V SHOEPE, MAJ, USAF
tshoepe@mit.edu
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?
Changing Security
Landscape
Financial
Pressures
Aging Fleets
Workforce
Reduction
Pressures
Infrastructure
Pressures
Change
Drivers
Context
Method
2Context
Command
Field Operating
Location
Command
Field Operating
Location
Strategic Vision Commitment Resources Metrics Implementation Initiatives Resources Training MetricsBasis of Comparison Examples
Framework
1Project Plan
-Draft Report -Final Report -Site Visit #1 (TBD) -Site Visit #2 (TBD) -Site Visit #3 (TBD) -Site Visit #4 (TBD) -Candidate Enterprises ID ’d-Draft Research Questions
-Draft Detailed Proposal
-Enterprises Selected Aug Jul Jun May April 03 17 01 15 05 19 10 Project Data Gathering, Compilation Data Synthesis and Assessment Project Concept Development Literature Review 21 07 24 03 Apr 05 Apr 14 Apr 01 Jul 01 Aug
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:
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
3
Capabilities & Precepts for Enterprise Change
Basic Change Capabilities Consistency of principles & methods
Training & consulting Dedicated specialists Measurement systems
Seeking Growth Opportunities Improvement-for-growth goals Employment security Commitment to personnel development
Growth through acquisitions or alliances Distributing Leadership Practices
Systems orientation Active in alignment of initiatives
Orientation to customer value Guidance for bridging boundaries
Pushing and Pulling Change Strategic positioning Financial engineering Active employee involvement
Organizational learning Balanced orientation
Installing sets of org. innovations Multiple initiatives Consistency and sequencing of initiatives
Continuity of initiatives & leadership Systems of practice orientation Rethinking Org. Boundaries
Enterprise-level strategy Enterprise-level collaboration mechanisms
Enterprise-level org. structure Enterprise-level activities
Source: Roth; “Succeeding along the value stream: Five precepts for architecting and orchestrating lean enterprise change”
