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Richard M. Locke and Stanley B. Gershwin. Lulgjuraj, Mark, 1973- Massachusetts Institute of Technology. Dept. of Mechanical Engineering. Massachusetts Institute of Technology. Department of Mechanical Engineering Sloan School of Management 2005-08-22T23:34:55Z 2005-08-22T23:34:55Z 2000 2000 http://hdl.handle.net/1721.1/9215 45489876 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 2000. Also available online at the DSpace at MIT website. Includes bibliographical references (p. 91-93). The road to lean manufacturing has been long and hard for many companies. Intrigue Corporation is no exception. The company first introduced its version, the Intrigue Lean Manufacturing System, approximately ten years ago. Since then, the company has struggled with the system and continually refined it, attempting to make it stick. Different manufacturing plants have adopted the system with different amounts of energy. This thesis examines these implementations of the Intrigue Lean Manufacturing System and identifies the key factors that have inhibited a more thorough diffusion throughout Intrigue concluding that the ILMS did not take hold for two reasons. First, Intrigue did not understand the dynamics of change. Consequently, they did not take advantage of the high leverage points to tilt the odds of success in their favor. Second, the ILMS was incomplete and unstructured. Many additional elements are needed to guide individuals that are tasked with adopting the principles. The thesis recommends a model for Intrigue and other corporations to use to review the progress of any change initiative. The model is a powerful tool and aids one in understanding which dynamics may be potentially harmful and lead to failure of any change initiative. A redesign of the ILMS was begun to address many of these inhibiting factors. These activities and their subsequent implementation also describe in depth. by Mark Lulgjuraj. S.M. M.B.A. 113 p. 10620001 bytes 10619757 bytes application/pdf application/pdf 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 Sloan School of Management. Mechanical Engineering. Lean manufacturing at a tier-1 automotive supplier Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="18cf7cb5-30f6-4319-97f5-0259e8fab506"> <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>Lean manufacturing at a tier-1 automotive supplier</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2000</PublicationDate> <Authors> <Author> <DisplayName>Lulgjuraj, Mark, 1973-</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>Sloan School of Management.</Keyword> <Keyword>Mechanical Engineering.</Keyword> <Abstract>The road to lean manufacturing has been long and hard for many companies. Intrigue Corporation is no exception. The company first introduced its version, the Intrigue Lean Manufacturing System, approximately ten years ago. Since then, the company has struggled with the system and continually refined it, attempting to make it stick. Different manufacturing plants have adopted the system with different amounts of energy. This thesis examines these implementations of the Intrigue Lean Manufacturing System and identifies the key factors that have inhibited a more thorough diffusion throughout Intrigue concluding that the ILMS did not take hold for two reasons. First, Intrigue did not understand the dynamics of change. Consequently, they did not take advantage of the high leverage points to tilt the odds of success in their favor. Second, the ILMS was incomplete and unstructured. Many additional elements are needed to guide individuals that are tasked with adopting the principles. The thesis recommends a model for Intrigue and other corporations to use to review the progress of any change initiative. The model is a powerful tool and aids one in understanding which dynamics may be potentially harmful and lead to failure of any change initiative. A redesign of the ILMS was begun to address many of these inhibiting factors. These activities and their subsequent implementation also describe in depth.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>