Principles of Enterprise Systems

The Massachusetts Institute of Technology (MIT) through its Lean Advancement Initiative (LAI) research team has been conducting research and facilitating enterprise-level transformations in large complex sociotechnical enterprises for over fifteen years. These enterprises have spanned a broad base of industries and governmental organizations including aerospace, automotive, electronics, health care, transportation, construction, defense acquisition and logistics, research labs and many others. What has emerged from both the action research in the field and its application in case studies in graduate courses is the concept of “overarching” enterprise principles and transformation methodologies that are independent of the industry or organization. A framework for transformation that consists of a set of interdependent methodologies, tools and enterprise principles that support holistic enterprise transformation is described and includes the following five elements: 1) Key Principles of Enterprise Thinking, 2) Enterprise Transformation Roadmap, 3) Lean Enterprise Self Assessment Tool (LESAT), 4) Enterprise Strategic Analysis for Transformation (ESAT) and 5) Enterprise Architecting Framework. The application of this framework to the enterprise systems analysis and design of various industry and governmental organizations is discussed

Lean Enterprise Vision – A Stakeholder Perspective

Presentation on lean enterpris

An Enterprise Systems Approach to Healthcare

Agenda • Research Motivation • Cross-Industry Enterprise Challenges • Boston Provider Case Examples • LAI Enterprise Healthcare Visio

A Lean Enterprise Systems Approach to Healthcare Transformation

MIT Conference on Systems Thinking for Contemporary Challenges presentatio

Lean Enterprises – A Systems Perspective

Becoming a “Lean Enterprise” is increasingly being recognized as an important strategy in achieving critical strategic goals such as responsiveness, cycle time and cost across all phases of the product life cycle. The concept of a lean enterprise is not new. Many books address lean enterprise topics. For example, The Machine That Changed the World, the book that introduced lean terminology, has a chapter on “Managing Lean Enterprises”. Despite having much written on this subject, lean enterprises are only starting to emerge in practice. Why has it taken so long to transform organizations to lean enterprises? Lean enterprises are complex, highly integrated systems comprised of processes, products, organizations, and information, with multifaceted interdependencies and interrelationships across their boundaries. Understanding, engineering, and managing these complex social, technical, and infrastructure processes are critical to becoming a lean enterprise

Innovative Concept Model Design for Linking Physicians to the System of Patient-Centered Care with Advancing Technologies in the World of Diabetes

This concept paper applies the concepts of complex sociotechnical engineering systems to the care and management of type 2 diabetes. It also includes an innovative design model that integrates the existing ecosystem of care and management of diabetes. This model could potentially improve quality of care, create transparency of information between patient and physician and decrease the overall cost of care of diabetes

Enterprise Transformation Roadmap

Roadmap of strategy, planning, and execution cycles

Growing the Lean Community

Enterprise Transition to Lean RoadmapLA

Applications of Lean Ideas to the Aerospace Industry

• Lean Aerospace Initiative origin and mission • Functional lean successes • Successes through interaction between functions • Success through enterprise integration and value creation • Total enterprise integration of all stakeholders • Enterprise transformation insight

Enterprise Strategic Analysis and Transformation ESAT

Organizations operate today in a heightened competitive environment in which change is the only certainty. The adage of when in doubt restructure brought about by reengineering, and the turbulence of mergers, acquisitions, and divestitures, has resulted in organizations with often impenetrable functional silos. The challenges bought forth by globalization, schedule compression, cost constraints, time to market pressures, capability differentials in the supplier base, growing shortages of human capital and pressures from stockholders, requires organizations to take a more holistic approach to transformation. The Enterprise Strategic Analysis and Transformation (ESAT) methodology provides a means for the senior leadership team to understand their enterprise, create an actionable vision for the future, plan the transformation and govern the execution