Lean Transformations in Supply Chain, the autocatalytic nature of lean principles, and tactics for implementing lean tools
Name
262697393-MIT.pdf
Description
Full printable version
Size
50.03 MB
Format
Adobe PDF
Checksum (MD5)
8e860806960843269085148f7f4896da
Author(s)
Gardner, Bryan (Bryan Jay)
Advisor(s)
Deborah Nightingale and Roy Welsch.
Alternative Title
Autocatalytic nature of lean principles
Date Issued
2008
Publisher
Massachusetts Institute of Technology
Abstract
Expanding Lean principles beyond the manufacturing floor, ultimately to entail a comprehensive Lean Enterprise, has gained increasing attention among corporations. This thesis entails a detailed case study of initiating a Lean Transformation in the Supply Chain department of a technology center for engineering, integration and final assembly of directional drilling equipment. This technology center is part of Schlumberger, a global corporation and industry leader in directional drilling and other oilfield technologies and services. Initiating the Lean Transformation in this Supply Chain department is detailed and used as the central theme throughout the thesis. The rapid, successive applications and results of conventional Lean principles are evaluated. Due to the near relative proximity of the several initiatives undertaken, in both time and within the organization, this case is used to evaluate the Autocatalytic Nature of Lean Principles within the Supply Chain department. Concurrently, the dynamics involved with the interactions of personnel within the department are evaluated. As a Lean Transformation is so heavily dependent upon the personnel participating in the change, tactics for initiating a Lean Transformation are treated in reference to the several initiatives of this case study. These three components, Lean principles, their autocatalytic interaction, and relevant human interactions, are all combined to comprehensively address the most influential aspects of affecting a Lean Transformation in a Supply Chain department.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Aeronautics and Astronautics; in conjunction with the Leaders for Manufacturing Program at MIT, 2008.
Includes bibliographical references (p. 179).
Subjects
Sloan School of Management.
Aeronautics and Astronautics.
Leaders for Manufacturing Program.
MIT Department
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Department of Aeronautics and Astronautics
Sloan School of Management
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