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Major system acquisition reform in the United States Coast Guard : a case for the application of Lean Enterprise principles

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dc.contributor.advisor Ricardo Valerdi. en_US
dc.contributor.author Tiongson, Andrew J. (Andrew Joseph) en_US
dc.contributor.other System Design and Management Program. en_US
dc.date.accessioned 2010-05-25T21:09:31Z
dc.date.available 2010-05-25T21:09:31Z
dc.date.copyright 2009 en_US
dc.date.issued 2009 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/55246
dc.description Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009. en_US
dc.description Cataloged from PDF version of thesis. en_US
dc.description Includes bibliographical references (p. 97-99). en_US
dc.description.abstract During any time of reorganization, it is important to look to processes and practices that have been used and proven effective by other organizations whether those organizations are similar in structure or similar in the transitory environment in which they are operating. For this reason, applying Lean Enterprise principles and practices that have been proven in both industry and governmental organizations can be of great benefit to the Acquisition Directorate of the United States Coast Guard as it reorganizes to improve mission execution. Notwithstanding that when most people hear the words "Lean Enterprise" they immediately think of enterprises involved in manufacturing or supply chain effectiveness, the principles of Lean Enterprise thinking can also be applied in the service and support environments. Therefore, the Coast Guard Acquisition Directorate, a service enterprise, can apply these same principles and practices in an effort to transform the directorate into a Lean Enterprise. In this thesis, the Coast Guard's Rescue 21 project was used as an example for the entire Coast Guard Acquisition Directorate. The Rescue 21 project consists of the acquisition of a new advanced command, control and communications system to replace the antiquated National Distress and Response System (NDRS). From the application of Lean Enterprise evaluation approaches to the Rescue 21 project, it was evident that: en_US
dc.description.abstract (cont.) * The Rescue 21 project provides low value to its various stakeholders; * This low value is a direct result of cost overruns and schedule delays; * Misalignment exists among Strategic Objectives, Stakeholder Values, Key Processes and Metrics; * The Rescue 21 enterprise architecture has a solid foundation to improve value delivery; * The Rescue 21 project leadership desires to improve in the area of value delivery to stakeholders. en_US
dc.description.statementofresponsibility by Andrew J. Tiongson. en_US
dc.format.extent 115 p. en_US
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 en_US
dc.subject System Design and Management Program. en_US
dc.title Major system acquisition reform in the United States Coast Guard : a case for the application of Lean Enterprise principles en_US
dc.title.alternative Major system acquisitions reform in the United States Coast Guard : a case for Lean Application 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 612307043 en_US


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