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Aerospace mergers and acquisitions from a lean enterprise perspective

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dc.contributor.advisor Joel Cutcher-Gershenfeld. en_US
dc.contributor.author Kim, Junhong, 1974- en_US
dc.contributor.other System Design and Management Program. en_US
dc.date.accessioned 2006-11-08T16:40:37Z
dc.date.available 2006-11-08T16:40:37Z
dc.date.copyright 2004 en_US
dc.date.issued 2004 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/34802
dc.description Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2004. en_US
dc.description Includes bibliographical references (p. 94-95). en_US
dc.description.abstract In the past twenty years, companies in the aerospace industry experienced major transitions: mergers and acquisitions, and lean transformation initiatives. This thesis presents research about the relation of lean efforts and mergers and acquisitions. It is based on case studies of mergers and acquisitions undertaken by Boeing Company. In order to obtain supplementary research data, case studies were also developed regarding the mergers and acquisitions of Vought Aircraft and United Technologies Corp. These different cases focus on mergers and acquisitions between companies at varying levels of lean maturity. For example, the merger between Boeing and McDonnell Douglas is between companies at a similar level of lean maturity, while Vought's acquisition of Aerostructure required integration between a low-level lean company and a company with more advanced lean initiatives. The thesis provides detailed discussion of the changes that occurred after the mergers or acquisitions in terms of lean effort, barriers and solutions to lean transition during the integration process, and changes in the rate of lean efforts during and after the merger or acquisition. The research concludes that leadership, communications, and education are pivotal to successful lean transition during the integration process. Lean offices and Process Councils, generally part of a structured lean effort, facilitate the process. The difference in level of lean maturity was not a big factor during the early stage of a merger or acquisition, but different levels of lean maturity, as well as lean expertise, had important impacts in later stages of the integration process. en_US
dc.description.statementofresponsibility by Junhong Kim. en_US
dc.format.extent 95 p. en_US
dc.format.extent 6300514 bytes
dc.format.extent 6311601 bytes
dc.format.mimetype application/pdf
dc.format.mimetype application/pdf
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582
dc.subject System Design and Management Program. en_US
dc.title Aerospace mergers and acquisitions from a lean enterprise perspective en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.contributor.department System Design and Management Program. en_US
dc.identifier.oclc 57553928 en_US


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