Lean Enterprise Value

Murman, Earll M.; Allen, Thomas D.; Bozdogan, Kirkor; Cutcher‐Gershenfeld, Joel; McManus, Hugh; Nightingale, Deborah; Rebentisch, Eric; Shields, Tom; Stahl, Fred; Walton, Myles; Warmkessel, Joyce; Weiss, Stanley I.; Widnall, Sheila E.

doi:10.1057/9781403907509

Cited by 142 publications

(40 citation statements)

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“…(Loren, 2004) Further complicating the situation are programs with increasingly longer development times. Estimates in (Murman et.al., 2002) show an engineer graduating today can expect only one military aircraft development program during his or her career compared to at least five such opportunities for an engineer who graduated in the 1950s. The result is that while current systems engineering practices leave room for improvement, there are fewer and fewer opportunities to apply the processes and learn from experience.…”

Section: Motivationmentioning

confidence: 99%

9.2.3 Standardized Process as a Tool for Higher Level Systems Thinking

Lamb

Rhodes

2007

INCOSE International Symp

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Abstract. Standardized processes are being used to address three issues in engineering today: increasing system complexity; shifting demographics; and longer development cycles that result in a dearth of experiential learning for young engineers. There is obvious value in having engineers who can see the big picture and effectively broker design tradeoffs: engineers capable of systems thinking. However, what is the impact of standardized processes on the ability of teams of engineers to make these critical tradeoffs? This paper lays the groundwork for research investigating ways in which standardized process usage facilitates or hinders systems thinking within engineering teams-termed collaborative systems thinking.

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Section: Motivationmentioning

confidence: 99%

9.2.3 Standardized Process as a Tool for Higher Level Systems Thinking

Lamb

Rhodes

2007

INCOSE International Symp

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“…Evolving research on Lean Enterprises (to which some of the authors are party) provides some guidance. Murman, et al 12 ., defines a lean enterprise as "an integrated entity that efficiently creates value for its multiple stakeholders by employing lean principles and practices." The concept of Lean has more traditionally been associated with manufacturing and the Toyota Production System 13 .…”

Section: American Institute Of Aeronautics and Astronauticsmentioning

confidence: 98%

Using Stakeholder Value Analysis to Build Exploration Sustainability

Rebentisch

Crawley

Loureiro

et al. 2005

1st Space Exploration Conference: Continuing the Voyage of Discovery

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The sustainability of space exploration will depend in large part on its ability to consistently and reliably deliver valued benefits to societal stakeholders over an extended period. This on-going research studies the values of prospective stakeholders in the space exploration enterprise-both in the near term and with a perspective extending over decades. The immediate focus is human and robotic exploration of the Earth/Moon system, but extends to the exploration of Mars as well. Potential beneficiaries of space exploration are identified in broad societal sectors. An analysis of these stakeholders, their values and needs leads to the development of a comprehensive set of space exploration objectives that address those needs. The relative priority of exploration objectives is weighted using information about stakeholder characteristics, values, and their role and place in the exploration value stream. The weighted exploration objectives can then be used to assess the relative value of different technical system architectures, and to design exploration enterprise architecture, attributes and policy frameworks to enable value delivery to societal stakeholders. Ultimately, through stakeholders' continuing support, sustainable space exploration will be delivered.

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“…The way the processes are organized in the enterprise is also influenced by a business model that Osterwalder defines as "a description of a value a company offers to one or several segments of customers and the architecture of the firm, and its network of partners, for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams" [5]. A value the process brings to process consumers is the key factor for the design of the respective process in an organization and it represents a common denominator of different approaches such as Lean Process Framework [26], Value based framework [27], Process based organization [25], [20], [22] -to name a few.…”

Section: Process Driven Organizationmentioning

confidence: 99%

Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization

Alexa

Řepa

2017

CSIMQ

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Abstract. Growing complexity of the enterprise ecosystem along with the existence of legacy approaches in the organization can result in a number of challenges when maintaining the solid baseline of its information assets. The digital industry has, over past two decades, passed through rapid evolution triggered both by availability of new technologies, and business as well as operating and funding models. These enablers have direct impact on the way that organizations design and execute their business processes in order to maintain the alignment between their capabilities and targets. This trend implies that enterprises and organizations need to remain flexible by maintaining the alignment of their business and their infrastructure in a dynamically changing and integrated ecosystem. It has been widely recognized that the enterprise architecture as well as the process driven approaches provide tools used by organizations to explain how business, resources and other elements within the organization are related to each other. This article discusses the role, and associated value, that the enterprise architecture and process driven approach have when describing what constitutes the enterprise. At the same time it elaborates on principles and constructs of the model of the holistic layer of the enterprise architecture on the basis of process driven approach. The proposed model aims to combine a unified view on infrastructure and behavior of the enterprise with lean principles in order to identify and focus on key elements of the enterprise.

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Lean Enterprise Value

Cited by 142 publications

References 0 publications

9.2.3 Standardized Process as a Tool for Higher Level Systems Thinking

9.2.3 Standardized Process as a Tool for Higher Level Systems Thinking

Using Stakeholder Value Analysis to Build Exploration Sustainability

Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization

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