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dc.contributor.advisorDaniel D. Frey and Donald B. Rosenfield.en_US
dc.contributor.authorCaballero, Christian G. (Christian Gabriel)en_US
dc.contributor.otherLeaders for Manufacturing Program.en_US
dc.date.accessioned2006-11-08T16:46:31Z
dc.date.available2006-11-08T16:46:31Z
dc.date.copyright2005en_US
dc.date.issued2005en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/34835
dc.descriptionThesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2005.en_US
dc.descriptionIncludes bibliographical references (p. 79-80).en_US
dc.description.abstractThrough a disaster, a company is presented with an opportunity to leverage the momentum from recovery efforts to drastically change the way business is conducted. In the case of Raytheon's Solid State Microwave division, the loss of its substrate fabrication facility due to a catastrophic fire prompted the company to create a closer, more integrated relationship with a local contract manufacturer. This more integrated relationship led to drastically reduced manufacturing cycle times and introduced Raytheon's Solid State Microwave division to a Just-In-Time relationship with a contract manufacturer. The more integrated relationship between the two companies also highlighted the potential labor savings associated with enabling operators to retrieve parts from small, satellite inventories (mini-markets) instead of using kits prepared by stock clerks in a centralized storeroom. It is hoped that Raytheon Solid State Microwave and Raytheon's Supply Chain Management division will apply these lessons to other suppliers as well as within Raytheon's own internal manufacturing sites.en_US
dc.description.statementofresponsibilityby Christian G. Caballero.en_US
dc.format.extent83 p.en_US
dc.format.extent4393684 bytes
dc.format.extent4397098 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypeapplication/pdf
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsM.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.urihttp://dspace.mit.edu/handle/1721.1/7582
dc.subjectSloan School of Management.en_US
dc.subjectMechanical Engineering.en_US
dc.subjectLeaders for Manufacturing Program.en_US
dc.titleLeading a lean transformation in the wake of a disasteren_US
dc.typeThesisen_US
dc.description.degreeS.M.en_US
dc.description.degreeM.B.A.en_US
dc.contributor.departmentSloan School of Management.en_US
dc.contributor.departmentMassachusetts Institute of Technology. Dept. of Mechanical Engineering.en_US
dc.contributor.departmentLeaders for Manufacturing Program.en_US
dc.identifier.oclc63190320en_US


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