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The impact upon key performance meas...

Humbert, Elmer Rhodie.

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The impact upon key performance measures in applying lean enterprise initiatives by defense contractors.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The impact upon key performance measures in applying lean enterprise initiatives by defense contractors./
Author:	Humbert, Elmer Rhodie.
Description:	147 p.
Notes:	Source: Dissertation Abstracts International, Volume: 70-11, Section: A, page: 4431.
Contained By:	Dissertation Abstracts International70-11A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3381836
ISBN:	9781109455571

The impact upon key performance measures in applying lean enterprise initiatives by defense contractors.
Humbert, Elmer Rhodie.

The impact upon key performance measures in applying lean enterprise initiatives by defense contractors. - 147 p.

Source: Dissertation Abstracts International, Volume: 70-11, Section: A, page: 4431.

Thesis (D.B.A.)--University of Phoenix, 2009.

According to Murman, Allen, Bozdogan, Cutcher-Gershenfeld, McManus, Nightingale, et al., Lean enterprise value: Insights from MIT's lean aerospace initiative, (2002), Lean enterprise initiatives (LEIs) have been applied to commercial large volume manufacturing processes with minimal variation, such as those found in the automobile and aerospace industries, with continued success. This study showed that there was some correlation achieved by applying LEIs such as: (a) value stream analysis, (b) supply chain management, (c) total quality management, (d) Six Sigma, (e) ISO certifications, (f) continuous improvements, and (g) process reduction initiatives to low volume-manufacturing processes with multiple variations typically found in the defense industry. The study also determined the impact of applying these LEIs by defense contractors and investigating the changes they have on key performance measures (KPMs) such as: (a) financial, (b) manufacturing methods, (c) quality management, and (d) environmental management. It also determined differences in the viewpoints of senior leadership and middle management in the areas of (a) quality management systems, (b) lean manufacturing, and (c) environmental management. The results from this research, in the defense industry, were compared to findings from a previous automobile study to determine if a statistically significant difference existed between the two industries. These research findings could provide information useful to the senior leadership of defense contractors, the Department of Defense (DoD), and other organizations by discovering if a correlation to KPMs exists when LEIs are implemented by defense contractors.

ISBN: 9781109455571Subjects--Topical Terms:

626628
Business Administration, Management.

The impact upon key performance measures in applying lean enterprise initiatives by defense contractors.
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245 1 4 $a The impact upon key performance measures in applying lean enterprise initiatives by defense contractors.
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500 $a Source: Dissertation Abstracts International, Volume: 70-11, Section: A, page: 4431.
500 $a Adviser: Gerald Weisenseel.
502 $a Thesis (D.B.A.)--University of Phoenix, 2009.
520 $a According to Murman, Allen, Bozdogan, Cutcher-Gershenfeld, McManus, Nightingale, et al., Lean enterprise value: Insights from MIT's lean aerospace initiative, (2002), Lean enterprise initiatives (LEIs) have been applied to commercial large volume manufacturing processes with minimal variation, such as those found in the automobile and aerospace industries, with continued success. This study showed that there was some correlation achieved by applying LEIs such as: (a) value stream analysis, (b) supply chain management, (c) total quality management, (d) Six Sigma, (e) ISO certifications, (f) continuous improvements, and (g) process reduction initiatives to low volume-manufacturing processes with multiple variations typically found in the defense industry. The study also determined the impact of applying these LEIs by defense contractors and investigating the changes they have on key performance measures (KPMs) such as: (a) financial, (b) manufacturing methods, (c) quality management, and (d) environmental management. It also determined differences in the viewpoints of senior leadership and middle management in the areas of (a) quality management systems, (b) lean manufacturing, and (c) environmental management. The results from this research, in the defense industry, were compared to findings from a previous automobile study to determine if a statistically significant difference existed between the two industries. These research findings could provide information useful to the senior leadership of defense contractors, the Department of Defense (DoD), and other organizations by discovering if a correlation to KPMs exists when LEIs are implemented by defense contractors.
590 $a School code: 0850.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
650 4 $a Military Studies. $3 1017606
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710 2 $a University of Phoenix. $3 1018420
773 0 $t Dissertation Abstracts International $g 70-11A.
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792 $a 2009
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3381836