enterprise integration for value creationdspace.mit.edu › bitstream › handle › 1721.1 ›...
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Enterprise Integration for Value Creation
Professor Debbie Nightingale
November 20, 2002
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Deborah Nightingale - 2 © 2002 Massachusetts Institute of Technology
Define Enterprise in a Lean Context
“A lean enterprise is an integrated entity that efficiently creates value for its multiple stakeholders by employing lean principles and practices.”
Source: Murman et al., Lean Enterprise Value, Palgrave, 2002
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Deborah Nightingale - 3 © 2002 Massachusetts Institute of Technology
Customer
Product Development
Supplier Network
Product Support
Finance, H/R,Legal, etc...
Manufacturing Operations
Integrated Enterprise
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Deborah Nightingale - 4 © 2002 Massachusetts Institute of Technology
Lean Enterprise System
A Lean Enterprise Requires the Integration of– Processes– People / Organization – Information– Technology– Products
Holistic ViewEnterprise as a System
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Deborah Nightingale - 5 © 2002 Massachusetts Institute of Technology
What Does It Mean to Integrate?
Why Integrate?Where in the enterprise should integration take place?How much integration?Who needs to be involved in the integration process?
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Deborah Nightingale - 6 © 2002 Massachusetts Institute of Technology
Enterprise System Issues
Standardization– Across products, processes, technology and
information managementIntegration– Within and across enterprise boundaries
Leadership– Required for complex transformation
“Enterprise Engineering”– New expanded tool set required
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Deborah Nightingale - 7 © 2002 Massachusetts Institute of Technology
Leadership Issues
Optimization across multiple stakeholder objectivesGlobal communication and seamless information flowChange management and enterprise transformationEnterprise “value metrics”Organizational effectiveness
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Deborah Nightingale - 8 © 2002 Massachusetts Institute of Technology
Multi-program Enterprises add Value beyond that Created by Programs in Isolation
Multi-program enterprises can:– Increase scope of possible value creation
activities by allowing specialization and integration of expertise
– Enhance productivity through coordination and creation of enabling infrastructures
– Manage knowledge creation and reuse to achieve economies beyond those found in markets
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Deborah Nightingale - 9 © 2002 Massachusetts Institute of Technology
A Key Issue in Multi-Program Enterprise Design is Balancing Demands of Local Performance with Enterprise Integration/Capability
Program enterprises typically generate revenue streamsMulti-program enterprise typically provides enabling infrastructure as a serviceOverhead policy provides support for enterprise infrastructure
– Dilemma: how to prioritize allocation of enterprise resources between “direct” and “indirect” functions
Important multi-program enterprise value creating activity is integrating knowledge and processes across multiple enterprise boundaries
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Deborah Nightingale - 10 © 2002 Massachusetts Institute of Technology
Example of One Challenge……Value Streams, Processes & Program Phases
F-16CustomersC-130CustomersF-22CustomersJSFCustomers
NewBusiness
Product Development
Product Build & Deliv.
Product Support
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Deborah Nightingale - 11 © 2002 Massachusetts Institute of Technology
3 Approaches to Enterprise Integration
Directive control: prescribe enterprise behavior by policies, rules, and resourcesManaging the architecture: direct enterprise behavior when a few but not all stakeholders are under direct controlCollaboration: influence key stakeholders’ behavior when they are outside direct control
Source: “Lean Enterprise Value”, Murman et al., Palgrave, 2002
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Deborah Nightingale - 12 © 2002 Massachusetts Institute of Technology
Directive Control is Used when Key Enterprise Stakeholders are Under a Single Management StructureHave direct control over organizational and aspects of enterprise and technology architectureClassic hierarchy structureTop-down definition of roles, responsibilities, policies and procedures, and incentivesExamples from product development starting with the front end and running through design
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Deborah Nightingale - 13 © 2002 Massachusetts Institute of Technology
A High-Performing PD Front End Relies on Deliberate Analysis Embedded in Organizational Capabilities
Source: Wirthlin, J.R., “Best Practices in User Needs/Requirements”, Master’s Thesis, MIT, 2000
People and Organizational Culture
Fundamental Business EnvironmentProcess Enabler
Process Enabler
The User Needs/requirements Discovery Process(Prior to a Business Case Decision)
RequirementsIdentification
InitialScreening
ConceptDevelopment
BusinessCase
DevelopmentFeedbackProcess Flow
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Deborah Nightingale - 14 © 2002 Massachusetts Institute of Technology
Building Product Line Engineering (PLE) Capability in Enterprises
Strategic Characteristics
PoliticalCharacteristics
Cultural Characteristics
PLE goals and metrics focus behavior; resource and technology sharing designed into organization and product architecture
Enterprise leadership plays a key role in defining responsibilities and incentives; consistency and follow-through on PLE strategy execution
Communication and training ensure that employees can execute to PLE
objectives
Source: Beckart, Michelle, “Organizational Characteristics for Successful Product Line Engineering”, Master’s Thesis, MIT, 2000
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Deborah Nightingale - 15 © 2002 Massachusetts Institute of Technology
Co-Location Improves Integration
Category % ReductionCycle-TimeProcess StepsNumber of HandoffsTravel Distance
75%40%75%90%
Scope: Class II , ECP Supplemental, Production Improvements, and Make-It-Work Changes Initiated by Production RequestsValue stream simplified, made sequential/concurrent.Single-piece flow implemented in co-located “Engineering cell”Priority access to resources
849 BTP packages from 7/7/99 to 1/17/00
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Deborah Nightingale - 16 © 2002 Massachusetts Institute of Technology
Modern Tools Improve Cycle Time
Months from End ofConceptual Design Phase
StaffingLevel
Forward Fuselage DevelopmentTotal IPT Labor
Prototype3D SolidRelease
PrototypeWireframeRelease
EMD Wireframewith 2D Drawing
Release
Modern Programs Feature DMAPSProcesses/Tools
3D Solid Model Master Definition - No Drawings
Detail Available Much Earlierto Support Full, Data-DrivenIPT Decisions
Daily VR Reviews
Virtual Manufacturing
• Improved SupplierCoordination and ConcurrentProcurement
Prototype3D SolidRelease - 2000 *
* Indicates results from vehicle of approximate size and work content of forward fuselage
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Deborah Nightingale - 17 © 2002 Massachusetts Institute of Technology
Implementation of Shared Services
• Map the HR&A Value Stream• Identify & Eliminate Redundant Processes, Procedures and Shadow
Organizations• Standardize HR&A Processes Across the Sector• Establish Pull by Providing Those Services on Demand• Level-Load Processes• Lower CostsSource: Ellis, R. Northrop Grumman, “Lean Enabled HR&A” Presentation at LAI Executive Rountable, Dec 13, 2001.
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Deborah Nightingale - 18 © 2002 Massachusetts Institute of Technology
Source: Beckart, op. cit.
Observations on Directive Control Approaches to Enterprise Integration
Senior management buy-in to phase gate or PLE process essentialContinuous review of how projects line up against enterprise strategyDiscipline required to ensure new products fit within strategic planFormal product development processes definedFormal portfolio management processes in placeHigh performance using directive control involves deliberate organizational and product design
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Deborah Nightingale - 19 © 2002 Massachusetts Institute of Technology
Manage the Architecture when Key Enterprise Stakeholders are outside Hierarchical Influence
Key stakeholders (product line managers, risk-sharing partners, etc.) fall outside the domain of control of enterprise leadersLimited control over organizational dynamics compensated by emphasis on control over product architectureEx: Toyota product centersFocus is to re-use knowledge, verified designs, existing infrastructure, and enterprise relationshipsTradeoff is efficiency (enabled through reuse) with performance (in meeting a specific customer’s demands)
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Deborah Nightingale - 20 © 2002 Massachusetts Institute of Technology
Concurrent Technology Transfer in the Auto Industry Demonstrates NRE Savings
Improvements a result of concurrent technology transfer and multi-project management
0
10
20
30
40
50
Percent Reduction
Eng. Hours Develop.Cost
Lead Time No. ofPrototypes
Cusumano and Nobeoka, “Thinking Beyond Lean,” 1998 Data based on 6-year MIT IMVP study of 17 auto manufacturers, 103 new programs .
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Deborah Nightingale - 21 © 2002 Massachusetts Institute of Technology
Taking a Lifecycle View Requires Perspective Across Multiple Enterprises and Stakeholders