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Joyce M. Warmkessel. Schmidt, Marc Anthony, 1970- System Design and Management Program. System Design and Management Program. 2014-07-11T21:02:58Z 2014-07-11T21:02:58Z 2000 2000 http://hdl.handle.net/1721.1/88317 45177418 Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000. Includes bibliographical references (p. 100-101). This thesis shows that lean principles that have been successfully applied in manufacturing can also be successfully applied across an entire enterprise. Established lean principles and lessons learned in lean manufacturing environments are applied across an automotive fuel system enterprise. This enterprise includes all major activities used in developing and delivering fuel systems to customers from the initiation of the systems concept to final production manufacturing. The value of the enterprise's product (fuel systems) is specified in terms of enterprise customers. The value stream of the fuel system enterprise is identified and analyzed using process mapping, input/output information flow diagrams, and other techniques. Major issues in terms of waiting time, rework time, and excessive need for validation are identified using these techniques. Countermeasures against these issues are offered to facilitate a transition to a leaner state. The goal is to develop a systemic understanding of the fuel system enterprise such that lean principles and tools can be applied to its processes to improve efficiency, throughput, and value for customers. Recommendations for further study are also listed in an effort to pursue perfection by continuously improving the lean enterprise. Finally, a transition to lean implementation plan is outlined. by Marc Anthony Schmidt. S.M. 108 p. eng Massachusetts Institute of Technology 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. http://dspace.mit.edu/handle/1721.1/7582 System Design and Management Program. Application of lean principles to an enterprise value stream : a lean analysis of an automotive fuel system development process Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="e4bb162c-cdbb-47e1-a33a-f9acf0393f59"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Application of lean principles to an enterprise value stream : a lean analysis of an automotive fuel system development process</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2000</PublicationDate> <Authors> <Author> <DisplayName>Schmidt, Marc Anthony, 1970-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>System Design and Management Program.</Keyword> <Abstract>This thesis shows that lean principles that have been successfully applied in manufacturing can also be successfully applied across an entire enterprise. Established lean principles and lessons learned in lean manufacturing environments are applied across an automotive fuel system enterprise. This enterprise includes all major activities used in developing and delivering fuel systems to customers from the initiation of the systems concept to final production manufacturing. The value of the enterprise&apos;s product (fuel systems) is specified in terms of enterprise customers. The value stream of the fuel system enterprise is identified and analyzed using process mapping, input/output information flow diagrams, and other techniques. Major issues in terms of waiting time, rework time, and excessive need for validation are identified using these techniques. Countermeasures against these issues are offered to facilitate a transition to a leaner state. The goal is to develop a systemic understanding of the fuel system enterprise such that lean principles and tools can be applied to its processes to improve efficiency, throughput, and value for customers. Recommendations for further study are also listed in an effort to pursue perfection by continuously improving the lean enterprise. Finally, a transition to lean implementation plan is outlined.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>