https://hdl.handle.net/1721.1/80814 Fri, 03 Apr 2026 19:52:55 GMT 2026-04-03T19:52:55Z https://hdl.handle.net/1721.1/81892.2 Supplier Management Self-Assessment Tool Lean Advancement Initiative; Bozdogan, Kirkor This tool represents a framework that companies can utilize to conduct a self-assessment of how much progress they have made in developing lean supply chain management capabilities. In addition, it can be used to establish future performance targets and identify further improvement opportunities. This tool differs from supplier lean assessment tools used by many aerospace companies, which focus on an assessment of the internal lean and six-sigma capabilities of individual supplier companies, such as the extent to which they have implemented basic lean manufacturing practices. Such tools take many forms, ranging from simple diagnostic instruments to detailed assessment tools. They are often used by primes and major suppliers as part of their supplier development process. The Self-Assessment Tool does require such supplier lean assessment steps, but only as part of a much larger and comprehensive framework for designing and managing lean supplier networks. The Self-Assessment Tool is linked to the Lean Enterprise Self-Assessment Tool (LESAT) and follows a similar approach. It defines eight overaching practices governing lean supply chain management and thirty enabling practices. The tool identifies five capability levels and defines the lean supply chain management attributes for each enabling practice at each one of these five capability levels. The tool provides, for each overarching practice, diagnostic questions, lean indicators and potential metrics. The tool is presented in a user-friendly Excel format, which provides an automated self-scoring feature that generates summary charts based on the self-scoring results and future improvement targets. Mon, 05 Dec 2022 00:00:00 GMT https://hdl.handle.net/1721.1/81892.2 2022-12-05T00:00:00Z https://hdl.handle.net/1721.1/146748 Supplier Network part of the Lean Enterprise Self-Assessment Tool Bozdogan, Kirkor This is an aggregated version of the full Supplier Management Self-Assessment Tool, which is presented separately, as an integrated component of the LAI Supplier Networks Transformation Toolset. Thu, 26 Jun 2003 00:00:00 GMT https://hdl.handle.net/1721.1/146748 2003-06-26T00:00:00Z https://hdl.handle.net/1721.1/146747 Product Development Transition to Lean (PDTTL) Roadmap McManus, Hugh L. The Lean Aerospace Initiative (LAI) Product Development (PD) Transition To Lean Module (TTL) is a tool for the transformation of PD efforts to a lean state. It has a parallel structure to, and is intended to by synergistic with, the existing LAI Enterprise TTL and Production Operations TTL. It is, essentially, a list of things to think about and do that are specific to the PD problem. It does not endeavor to teach basic lean principles, and it is not an exhaustive tool for the implementation of lean in PD. The PD TTL is aimed, in particular, at two sorts of PD improvement campaigns: improvements of the PD silo organization, and/or improvements of the PD process in the context of a specific program. In the former case, we will refer to the Parent Enterprise, meaning the company or organization for which the PD work is done. In the latter case, we will refer to the Program Enterprise—the set of stakeholders, from customer, through contractors, to subcontractors, engineers, and support personnel, who are involved in the development of, and ultimately production of, a product. Tue, 01 Mar 2005 00:00:00 GMT https://hdl.handle.net/1721.1/146747 2005-03-01T00:00:00Z https://hdl.handle.net/1721.1/146744 Building Lean Supplier Networks (The Roadmap Tool) Bozdogan, Kirkor This tool represents a "how-to" implementation guide that lays out a structured process for evolving lean supply chain management capabilities in order to build lean supplier networks. The Roadmap Tool is linked to the Transition-to-Lean Roadmap (TTL) at the enterprise level and follows a process architecture similar to that used in the TTL. It defines major building blocks and specific implementation steps. It also identifies key interactions and major feedback loops. In addition, the tool provides implementation aids ("Roadmap Explorations"). For example, for each major building block, it defines inputs, outputs, barriers, enablers, potential metrics, and tools and methods. At the same time, it discusses a number of issues and questions that are commonly faced in such an implementation effort (e.g., why, what, who, how, where, when) and identifies potential tensions or conflicts that can be anticipated and proactively addressed. Mon, 15 Mar 2004 00:00:00 GMT https://hdl.handle.net/1721.1/146744 2004-03-15T00:00:00Z https://hdl.handle.net/1721.1/146742 Lean Supplier Networks Framework Bozdogan, Kirkor This framework was developed in 1995. The question was what are the main principles, practices, and metrics that the defense aircraft enterprises may strive to adopt in order to achieve significant improvements in terms of their overall performance (e.g., lower costs, higher productivity, higher quality, enterprise-level performance improvements (e.g., lower costs, higher productivity), in view of the fact that as much as sixty percent of the total end-product value is accounted for by the supplier base supporting individual enterprises.  The framework draws upon the cumulative research results of MIT’s International Vehicle Program (IMVP) since 1985 focusing on supplier networks in the auto industry, as well as on the extant research available from the open literature on supply chain management, as modified by LAI’s focus group representing all parts of the U.S. defense aircraft industry to capture the special conditions and circumstances surrounding the larger aircraft industry. The novel feature of the framework is its chained conceptual architecture in arraying lean supply chain management practices: overarching practices, enabling practices, supporting practices, and operating practices, as well as performance metrics at all four levels. This particular architecture was chosen to enhance both the easy comprehension and the ready implementation of the overall framework. The same organizing architecture was also adopted in developing LAI’s Lean Enterprise Model. Fri, 14 Apr 1995 00:00:00 GMT https://hdl.handle.net/1721.1/146742 1995-04-14T00:00:00Z https://hdl.handle.net/1721.1/88104 Enterprise Strategic Analysis and Transformation Facilitator's Guide Stanke, Alexis; Nightingale, Deborah; Bryan, F. Terry This document is intended as a guide for ESAT facilitators. It provides an overview of the ESAT process, but it is assumed that all facilitators are comfortably familiar with the process as described in the ESAT Guide document and the ESAT KEE Modules (both instructional and facilitization). Mon, 01 Sep 2008 00:00:00 GMT https://hdl.handle.net/1721.1/88104 2008-09-01T00:00:00Z https://hdl.handle.net/1721.1/84701 An Implementation Roadmap for Lean Product Development Rebentisch, Eric LPPDE Conference presentation Wed, 21 Apr 2010 00:00:00 GMT https://hdl.handle.net/1721.1/84701 2010-04-21T00:00:00Z https://hdl.handle.net/1721.1/84696 LAI Enterprise Self-Assessment Tool (LESAT) V.2 Template for Respondents Lean Advancement Initiative LESAT V.2 slide template Wed, 01 Feb 2012 00:00:00 GMT https://hdl.handle.net/1721.1/84696 2012-02-01T00:00:00Z https://hdl.handle.net/1721.1/84695 LAI Enterprise Self-Assessment Tool (LESAT) V.2 Slide Template for Leadership Lean Advancement Initiative LESAT V.2 slide template Wed, 01 Feb 2012 00:00:00 GMT https://hdl.handle.net/1721.1/84695 2012-02-01T00:00:00Z https://hdl.handle.net/1721.1/84694 LAI Enterprise Self-Assessment Tool (LESAT) V.2 Facilitator's Guide Lean Advancement Initiative This new version of the Facilitator’s Guide is a companion to the Lean Advancement Initiative (LAI) Enterprise Self-­‐Assessment Tool (LESAT) Version 2.0. LESAT Version 2.0 is an upgrade of LESAT 1.0, which was developed by LAI at the Massachusetts Institute of Technology (MIT) in collaboration with the University of Warwick. The new version of LESAT is based on LAI’s enterprise-­level research and facilitation experience as well as the experience of LAI members in using the LESAT 1.0. Wed, 01 Feb 2012 00:00:00 GMT https://hdl.handle.net/1721.1/84694 2012-02-01T00:00:00Z https://hdl.handle.net/1721.1/84689 LAI Enterprise Self-Assessment Tool (LESAT) V.2 Calculator Lean Advancement Initiative LESAT V.2 calculator Wed, 01 Feb 2012 00:00:00 GMT https://hdl.handle.net/1721.1/84689 2012-02-01T00:00:00Z https://hdl.handle.net/1721.1/84688 LAI Enterprise Self-Assessment Tool (LESAT) V.2 Lean Advancement Initiative This LAI Enterprise Self-Assessment Tool (LESAT) Version 2.0 was developed at the Lean Advancement Initiative (LAI) at the Massachusetts Institute of Technology (MIT) to assist in the enterprise transformation process by providing a structured tool and reference for enterprise assessment. LESAT 2.0 uses elements of the LAI Enterprise Transformation Roadmap and LAI LESAT 1.0 as sources of information to provide a structure and implementation reference for the self-assessment process. LESAT 1.0, 2.0, and the Enterprise Transformation Roadmap were developed at MIT by the Lean Advancement Initiative (LAI). LESAT 2.0 builds upon LESAT Version 1.0, which was developed jointly by MIT and the Warwick Manufacturing Group of the University of Warwick under the auspices of the U.K. and U.S. Lean Aerospace Initiatives. LESAT Version 2.0 is based on cumulative LAI knowledge gained through years of enterprise-level research, researcher facilitation experience, and LAI member experience in using LESAT Version 1.0. Wed, 01 Feb 2012 00:00:00 GMT https://hdl.handle.net/1721.1/84688 2012-02-01T00:00:00Z https://hdl.handle.net/1721.1/84577 LAI Research Overview Nightingale, Prof. Debbie LAI research overview Wed, 19 May 2004 00:00:00 GMT https://hdl.handle.net/1721.1/84577 2004-05-19T00:00:00Z https://hdl.handle.net/1721.1/83515 Lean Advancement Initiative Overview Lean Advancement Initiative LAI overview Sun, 01 Apr 2012 00:00:00 GMT https://hdl.handle.net/1721.1/83515 2012-04-01T00:00:00Z https://hdl.handle.net/1721.1/81935 Enterprise Strategic Analysis for Transformation (ESAT) Overview Lean Advancement Initiative The ESAT methodology is an integrated, analytical framework for diagnosing and improving overall enterprise performance. Wed, 01 Oct 2008 00:00:00 GMT https://hdl.handle.net/1721.1/81935 2008-10-01T00:00:00Z https://hdl.handle.net/1721.1/81934 Government Lean Enterprise Self Assessment Tool Analysis Lean Advancement Initiative GLESAT spreadsheet analysis that aids in the analysis of the completed GLESAT results. https://hdl.handle.net/1721.1/81934 https://hdl.handle.net/1721.1/81933 Government Lean Enterprise Self Assessment Tool Shields, Tom A general brief for those individuals who actually will perform the self-assessment. Sun, 01 May 2005 00:00:00 GMT https://hdl.handle.net/1721.1/81933 2005-05-01T00:00:00Z https://hdl.handle.net/1721.1/81932 Government LESAT as a Transformation Tool Shields, Tom This tool is designed for use by the leadership team to obtain an understanding of what the Government LESAT is and how it can help their organization. Sun, 01 May 2005 00:00:00 GMT https://hdl.handle.net/1721.1/81932 2005-05-01T00:00:00Z https://hdl.handle.net/1721.1/81931 Government Lean Enterprise Self-Assessment Tool (Government LESAT) 1.0 Lean Advancement Initiative This Lean Aerospace Initiative (LAI) product utilizes elements of the Enterprise Transition To Lean (TTL) Roadmap and the Lean Enterprise Self-Assessment Tool (LESAT Version 1.0) to provide a structure and implementation reference for the self-assessment process. Sun, 15 May 2005 00:00:00 GMT https://hdl.handle.net/1721.1/81931 2005-05-15T00:00:00Z https://hdl.handle.net/1721.1/81912 Systems Engineering Leading Indicators Guide, Version 1.0 Lean Advancement Initiative; Systems Engineering Advancement Research Initiative; International Council on Systems Engineering; Practical Software and Systems Measurement The Systems Engineering Leading Indicators guide set reflects the initial subset of possible indicators that were considered to be the highest priority for evaluating effectiveness before the fact. A leading indicator is a measure for evaluating the effectiveness of a how a specific activity is applied on a program in a manner that provides information about impacts that are likely to affect the system performance objectives. A leading indicator may be an individual measure, or collection of measures, that are predictive of future system performance before the performance is realized. Leading indicators aid leadership in delivering value to customers and end users, while assisting in taking interventions and actions to avoid rework and wasted effort. The Systems Engineering Leading Indicators Guide was initiated as a result of the June 2004 Air Force/LAI Workshop on Systems Engineering for Robustness, this guide supports systems engineering revitalization. Over several years, a group of industry, government, and academic stakeholders worked to define and validate a set of thirteen indicators for evaluating the effectiveness of systems engineering on a program. Released as version 1.0 in June 2007 the leading indicators provide predictive information to make informed decisions and where necessary, take preventative or corrective action during the program in a proactive manner. While the leading indicators appear similar to existing measures and often use the same base information, the difference lies in how the information is gathered, evaluated, interpreted and used to provide a forward looking perspective. Thu, 31 Oct 2013 00:00:00 GMT https://hdl.handle.net/1721.1/81912 2013-10-31T00:00:00Z https://hdl.handle.net/1721.1/81911 LESAT Calculator Lean Advancement Initiative Tool for lean practice calculations. https://hdl.handle.net/1721.1/81911 https://hdl.handle.net/1721.1/81910 LESAT: The Lean Enterprise Self Assessment Tool Nightingale, Deborah The Lean Enterprise Self Assessment Tool overview. Mon, 01 Jan 2001 00:00:00 GMT https://hdl.handle.net/1721.1/81910 2001-01-01T00:00:00Z https://hdl.handle.net/1721.1/81909 Lean Enterprise Value (LEV) Simulation Lean Advancement Initiative The Lean Enterprise Value (LEV) simulation is a unique tool for demonstrating the value, and challenges, of implementing lean principles and practices at the enterprise level. It currently comprises four modular simulations developed on a foundation of insights gained through more than 11 years of intensive research and Lean Aerospace Initiative consortium real-world experience. It is a complete, flexible simulation of a complex enterprise, which allows hands-on lessons in lean improvement. Sun, 01 Jan 2006 00:00:00 GMT https://hdl.handle.net/1721.1/81909 2006-01-01T00:00:00Z https://hdl.handle.net/1721.1/81908 Product Development Value Stream Mapping (PDVSM) Manual Release 1.0 McManus, Hugh L. This manual is intended for product development (PD) personnel working on improving their own processes, and the lean change agents working with them. Its aim is to provide practical guidance for applying lean concepts to PD process improvement—specifically, PD Value Stream Mapping (PDVSM). Although sources will be cited, and further reading suggested, this manual and some basic background in lean should be all that is required to start improving product development processes. Thu, 01 Sep 2005 00:00:00 GMT https://hdl.handle.net/1721.1/81908 2005-09-01T00:00:00Z https://hdl.handle.net/1721.1/81907 Enterprise Strategic Analysis and Transformation ESAT Nightingale, Deborah; Stanke, Alexis; Bryan, F. Terry Organizations operate today in a heightened competitive environment in which change is the only certainty. The adage of when in doubt restructure brought about by reengineering, and the turbulence of mergers, acquisitions, and divestitures, has resulted in organizations with often impenetrable functional silos. The challenges bought forth by globalization, schedule compression, cost constraints, time to market pressures, capability differentials in the supplier base, growing shortages of human capital and pressures from stockholders, requires organizations to take a more holistic approach to transformation. The Enterprise Strategic Analysis and Transformation (ESAT) methodology provides a means for the senior leadership team to understand their enterprise, create an actionable vision for the future, plan the transformation and govern the execution. Mon, 01 Sep 2008 00:00:00 GMT https://hdl.handle.net/1721.1/81907 2008-09-01T00:00:00Z https://hdl.handle.net/1721.1/81906 Conversion Guide for LESAT to Government LESAT Lean Advancement Initiative This tool illustrates how LESAT practices relate to Government LESAT practices. This is invaluable if the self-assessment team is assessing both industry and government organizations and wishes to combine the results. https://hdl.handle.net/1721.1/81906 https://hdl.handle.net/1721.1/81905 The Lean Enterprise Model (LEM) Lean Advancement Initiative The Lean Enterprise Model (LEM) is a systematic framework for organizing and disseminating MIT research and external data source results of the Lean Aerospace Initiative (LAI). It encompasses lean enterprise principles and practices and is populated by MIT and external data derived from surveys, case studies, and other research activities. Thu, 01 Apr 2004 00:00:00 GMT https://hdl.handle.net/1721.1/81905 2004-04-01T00:00:00Z https://hdl.handle.net/1721.1/81904 Lean Enterprise Self Assessment Tool Version 1.0, Facilitator's Guide Lean Advancement Initiative This guide is designed to be used by the team that will conduct a Lean Enterprise Self Assessment. It provides an introduction to the self assessment tool itself, explains the architecture of the self assessment tool, provides generic level definitions and defines the assessment methodology recommended. The Facilitator Guide also provides ways to summarize results and suggestions on how to present results to the leadership team. Wed, 01 Aug 2001 00:00:00 GMT https://hdl.handle.net/1721.1/81904 2001-08-01T00:00:00Z https://hdl.handle.net/1721.1/81903 Lean Enterprise Self-Assessment Tool (LESAT) Version 1.0 Lean Advancement Initiative The LESAT Development Team solicited input from a wide variety of LAI consortium members to determine the set of factors considered most important in transitioning to a lean enterprise. The team determined an overarching organizing structure for the LESAT matrices consisting of three major sections. Section I contains those lean practices pertinent to the lean transformation process, with emphasis on enterprise leadership and change management. Section II contains those lean practices pertinent to the “life cycle processes” of an enterprise, i.e., those processes involved in product realization. Section III contains those lean practices pertinent to the infrastructure support units. It is important to remember that all practices in these three sections are expressed at the enterprise level. Wed, 01 Aug 2001 00:00:00 GMT https://hdl.handle.net/1721.1/81903 2001-08-01T00:00:00Z https://hdl.handle.net/1721.1/81902 Manufacturing System Design Framework Manual Vaughn, Amanda; Fernandes, Pradeep; Shields, J. Tom Previous Lean Aerospace Initiative research in factory operations had indicated that the greatest performance gains are realized when the manufacturing system is designed from the top down and from supplier to the customer. Manufacturing system designs were most effective when the entire product value stream was designed or redesigned (not just a shop, division or segment of the factory). This led to a focus on manufacturing system design. The objective in this study was to develop a method or process that would assist manufacturing system designers as they developed (or modified) the manufacturing system for their needs. This effort was developed to be applicable to a single product manufacturing system design or a multiple product manufacturing system design. A systems approach was used with an enterprise perspective. Several important products were produced as the problem was addressed: a list of the manufacturing system design inputs and a definition of manufacturing system types (each included in the appendices). Tue, 01 Jan 2002 00:00:00 GMT https://hdl.handle.net/1721.1/81902 2002-01-01T00:00:00Z https://hdl.handle.net/1721.1/81901 Supplier Networks Transformation Toolset (Version 1.0) General Description Bozd, Kirk The Supplier Networks Transformation Toolset was developed by LAI's Supplier Networks Working Group and released as version 1.0 in March 2004. This toolset represents the 1.0 version of the LAI Supplier Networks Transformation Toolset (Supplier Toolset), which provides an integrated implementation framework for developing lean supplier networks. The Supplier Toolset was developed in response to an important need expressed by LAI consortium member companies, and is designed to address the following types of key questions: What are lean supply chain management concepts, practices and metrics?; How do we develop lean supplier networks?; How do we assess where we are in evolving lean supply chain management capabilities?; How can we define our own enterprise's lean expectations in the area of supply chain management that we can directly communicate to our suppliers?; How can we anticipate and define the emerging expectations of our customer companies in the area of supply chain management, so that we can accelerate our own internal efforts (e.g., as a supplier) to meet those customer expectations effectively? Mon, 22 Mar 2004 00:00:00 GMT https://hdl.handle.net/1721.1/81901 2004-03-22T00:00:00Z https://hdl.handle.net/1721.1/81900 Enterprise Transformation Roadmap Nightingale, Deborah; Srinivasan, Jayakanth; Mize, Joe After gaining experience with a large number of enterprise transformation efforts in industry, government, academia and service industries, the Version 1 of the Enterprise Transformation Roadmap needed to be modified to reflect our learning. This roadmap reflects this learning and adds details and refinements in the strategy, planning and execution cycles of enterprise transformation. We added more specific guidance on linkages to enterprise strategy and leadership roles. Also included was our latest research in enterprise architecting and design. More emphasis was place on alignment of metrics, strategic objectives, stakeholder values and processes. In the implementation phase we added the identification and detailed planning of key enterprise focus areas identified in the planning cycle. Lastly, we made the terminology more generic, since many enterprises employ lean principles but choose to call their programs something other than that. Fri, 01 Jan 2010 00:00:00 GMT https://hdl.handle.net/1721.1/81900 2010-01-01T00:00:00Z https://hdl.handle.net/1721.1/81899 Production Operations Level: Transition-To-Lean Roadmap Lean Advancement Initiative This paper provides a roadmap for transitioning an existing production operation to one that fully implements a lean manufacturing philosophy. Integration of engineering, human resources, and business viewpoints are incorporated into the roadmap to provide a systematic implementation process. Specific actions, in order of precedence, are organized into major phases with points of interface defined with other systems that are both internal and external to the business enterprise. Definitions of those terms used on the roadmap, which are unique in describing lean activities and practices, are also presented in this paper. The roadmap is based upon experience gained to date by members of the Lean Aerospace Initiative in implementing lean philosophy into production operations at various aerospace facilities and validated by research conducted by this consortium at the Massachusetts Institute of Technology. Mon, 05 Jun 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81899 2000-06-05T00:00:00Z https://hdl.handle.net/1721.1/81898 The Enterprise Level Roadmap Lean Advancement Initiative The Enterprise Level Roadmap is part of a Transition-To-Lean Guide, a three volume set of materials designed to help a user navigate through the Roadmap at increasingly deeper levels of detail. Sat, 01 Jan 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81898 2000-01-01T00:00:00Z https://hdl.handle.net/1721.1/81897 Production Operations Transition-To-Lean Roadmap Lean Advancement Initiative Tool to help production operations improve competitive position. Mon, 05 Jun 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81897 2000-06-05T00:00:00Z https://hdl.handle.net/1721.1/81896 Transitioning to a Lean Enterprise: A Guide for Leaders, Volume I, Executive Overview Mize, Joe; Nightingale, Deborah; Taneja, Abhinav; Tonaszuck, David This Transition-To-Lean Guide is intended to help your enterprise leadership navigate your enterprise’s challenging journey into the promising world of “lean.” You have opened this guide because, in some fashion, you have come to realize that your enterprise must undertake a fundamental transformation in how it sees the world, what it values, and the principles that will become its guiding lights if it is to prosper — or even survive — in this new era of “clock-speed” competition. However you may have been introduced to “lean,” you have undertaken to benefit from its implementation. Sat, 01 Jan 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81896 2000-01-01T00:00:00Z https://hdl.handle.net/1721.1/81895 Transitioning to a Lean Enterprise: A Guide for Leaders, Volume II, Transition-to-Lean Roadmap Lean Advancement Initiative Volume II of this guide is a standalone reference model for assisting lean change agents and lean implementation teams in transforming the enterprise to a lean state. It is also of value to enterprise leaders and senior managers who wish to gain a better understanding of the overall transformation process. We assume that the reader of Volume II is familiar with the history and general principles of the lean paradigm. We refer those who are not, or who would like to refamiliarize themselves with lean, to Volume I, Executive Overview. Volume III, Roadmap Explorations is available for those readers who wish to acquire a deeper understanding of the several elements of the lean transformation process. Sat, 01 Jan 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81895 2000-01-01T00:00:00Z https://hdl.handle.net/1721.1/81894 Transitioning to a Lean Enterprise: A Guide for Leaders, Volume III, Roadmap Explorations Bozdogan, Kirk; Milauskas, Ronald; Mize, Joe; Nightingale, Deborah; Taneja, Abhinav; Tonaszuck, David Volume III of this guide may be used as an in-depth reference source for acquiring deep knowledge about many of the aspects of transitioning to lean. Lean change agents and lean implementation leaders should find this volume especially valuable in preparing their organizations for the lean transformation and in developing and implementing an enterprise level lean implementation plan. The richness and depth of the discussions in this volume should be helpful in charting a course, avoiding pitfalls, and making in-course corrections during implementation. We assume that the reader of Volume III is familiar with the history and general principles of the lean paradigm that are presented in Volume I, Executive Overview. A review of Volume II, Transition to Lean Roadmap may be helpful prior to launching into Volume III. For those readers most heavily involved in the lean transformation, all three volumes should be understood and referenced frequently. Sat, 01 Jan 2000 00:00:00 GMT https://hdl.handle.net/1721.1/81894 2000-01-01T00:00:00Z https://hdl.handle.net/1721.1/81893 Systems Engineering Leading Indicators Guide, Version 2.0 Lean Advancement Initiative; Systems Engineering Advancement Research Initiative; International Council on Systems Engineering; Practical Software and Systems Measurement The Systems Engineering Leading Indicators Guide editorial team is pleased to announce the release of Version 2.0. Version 2.0 supersedes Version 1.0, which was released in July 2007 and was the result of a project initiated by the Lean Advancement Initiative (LAI) at MIT in cooperation with: the International Council on Systems Engineering (INCOSE), Practical Software and Systems Measurement (PSM), and the Systems Engineering Advancement Research Initiative (SEAri) at MIT. A leading indicator is a measure for evaluating the effectiveness of how a specific project activity is likely to affect system performance objectives. A leading indicator may be an individual measure or a collection of measures and associated analysis that is predictive of future systems engineering performance. Systems engineering performance itself could be an indicator of future project execution and system performance. Leading indicators aid leadership in delivering value to customers and end users and help identify interventions and actions to avoid rework and wasted effort. Conventional measures provide status and historical information. Leading indicators use an approach that draws on trend information to allow for predictive analysis. By analyzing trends, predictions can be forecast on the outcomes of certain activities. Trends are analyzed for insight into both the entity being measured and potential impacts to other entities. This provides leaders with the data they need to make informed decisions and where necessary, take preventative or corrective action during the program in a proactive manner. Version 2.0 guide adds five new leading indicators to the previous 13 for a new total of 18 indicators. The guide addresses feedback from users of the previous version of the guide, as well as lessons learned from implementation and industry workshops. The document format has been improved for usability, and several new appendices provide application information and techniques for determining correlations of indicators. Tailoring of the guide for effective use is encouraged. Additional collaborating organizations involved in Version 2.0 include the Naval Air Systems Command (NAVAIR), US Department of Defense Systems Engineering Research Center (SERC), and National Defense Industrial Association (NDIA) Systems Engineering Division (SED). Many leading measurement and systems engineering experts from government, industry, and academia volunteered their time to work on this initiative. Tue, 29 Jun 2010 00:00:00 GMT https://hdl.handle.net/1721.1/81893 2010-06-29T00:00:00Z https://hdl.handle.net/1721.1/81892 Supplier Management Self-Assessment Tool Lean Advancement Initiative; Bozdogan, Kirkor This tool represents a framework that companies can utilize to conduct a self-assessment of how much progress they have made in developing lean supply chain management capabilities. In addition, it can be used to establish future performance targets and identify further improvement opportunities. This tool differs from supplier lean assessment tools used by many aerospace companies, which focus on an assessment of the internal lean and six-sigma capabilities of individual supplier companies, such as the extent to which they have implemented basic lean manufacturing practices. Such tools take many forms, ranging from simple diagnostic instruments to detailed assessment tools. They are often used by primes and major suppliers as part of their supplier development process. The Self-Assessment Tool does require such supplier lean assessment steps, but only as part of a much larger and comprehensive framework for designing and managing lean supplier networks. The Self-Assessment Tool is linked to the Lean Enterprise Self-Assessment Tool (LESAT) and follows a similar approach. It defines eight overaching practices governing lean supply chain management and thirty enabling practices. The tool identifies five capability levels and defines the lean supply chain management attributes for each enabling practice at each one of these five capability levels. The tool provides, for each overarching practice, diagnostic questions, lean indicators and potential metrics. The tool is presented in a user-friendly Excel format, which provides an automated self-scoring feature that generates summary charts based on the self-scoring results and future improvement targets. https://hdl.handle.net/1721.1/81892 https://hdl.handle.net/1721.1/81891 Roadmap for Building Lean Supplier Networks (Roadmap Tool) Bozdogan, Kirk This tool represents a "how-to" implementation guide that lays out a structured process for evolving lean supply chain management capabilities in order to build lean supplier networks. The Roadmap Tool is linked to the Transition-to-Lean Roadmap (TTL) at the enterprise level and follows a process architecture similar to that used in the TTL. It defines major building blocks and specific implementation steps. It also identifies key interactions and major feedback loops. In addition, the tool provides implementation aids ("Roadmap Explorations"). For example, for each major building block, it defines inputs, outputs, barriers, enablers, potential metrics, and tools and methods. At the same time, it discusses a number of issues and questions that are commonly faced in such an implementation effort (e.g., why, what, who, how, where, when) and identifies potential tensions or conflicts that can be anticipated and proactively addressed. Finally, the Supplier Networks Transformation Toolkit Roadmap Tool can be used to accelerate on-going lean supply chain transformation efforts. It can also be used by companies just starting their journey to develop lean supplier networks. Mon, 15 Mar 2004 00:00:00 GMT https://hdl.handle.net/1721.1/81891 2004-03-15T00:00:00Z