美国麻省理工大学：《航空航天产业 The Aerospace Industry》教学资源（讲义，英文版）The Aerospace Industry

16.682 The Aerospace Industry March 30 Class Special Guest Prof. Debbie nightingale

16.682 The Aerospace Industry March 30 Class Special Guest: Prof. Debbie Nightingale

Plan for the class 3 05-3: 10 Announcements and introductions 3: 10-3: 55 Lean Enterprises Discussion( Ch 6) 3:55-4:05 Break 4: 05-4 50 Ay Week article discussion 4: 50-4: 55 Muddy cards 55 Adjourn

Plan for the Class 3:05-3:10 Announcements and Introductions 3:10-3:55 Lean Enterprises Discussion (Ch 6) 3:55-4:05 Break 4:05-4:50 Av Week Article Discussion 4:50-4:55 Muddy cards 4:55 Adjourn

VISION 2016 NPeople working together Boeing fo Core competencies ZValues Detailed customer Leadership knowledge and focus Integrity We will seek to understand anticipate and be responsive to our customers heeds Quality Large-scale systems Customer satisfaction integration We will continuously develop, People working together advance and protect the technical excellence that allows us to a diverse and involved team integrate effectively the systems we design and produce Good corporate citizenship Lean Enterprise Enhancing shareholder value Our entire enterprise will be a Lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs updated as of January 2001 Source: Lean Enterprise value, Ch 6

VISION 2016 ŅPeople working together as a global enterprise for aerospace leadershipÓ* Boeing Ń Forever New Frontiers* Core competencies Detailed customer knowledge and focus We will seek to understand, anticipate and be responsive to our customersÕ needs. Large-scale systems integration We will continuously develop, advance and protect the technical excellence that allows us to integrate effectively the systems we design and produce. Lean Enterprise * Our entire enterprise will be a Lean operation, characterized by the efficient use of assets, high inventory turns, excellent supplier management, short cycle times, high quality and low transaction costs. ŹValues Leadership Integrity Quality Customer satisfaction People working together A diverse and involved team Good corporate citizenship Enhancing shareholder value Ź Ź *updated as of January 2001 Source: Lean Enterprise Value, Ch 6

Lean enterprises A lean enterprise is an integrated entity that efficiently creates value for the multiple stakeholders by employing lean principles and practices 22 Source: Lean Enterprise Value, Ch 6 Can we consider Course 16 as an Enterprise, and if so, what kind of enterprise is it? Who are the stakeholders for course 16 and what are their value expectations? How to the lean enterprise model principles and practices apply to Course 16 activities?

“A lean enterprise is an integrated entity that efficiently creates value for the multiple stakeholders by employing lean principles and practices.” Lean Enterprises “A lean enterprise is an integrated entity that efficiently creates value for the multiple stakeholders by employing lean principles and practices.” Source: Lean Enterprise Value, Ch 6 • Can we consider Course 16 as an Enterprise, and if so, what kind of enterprise is it? • Who are the stakeholders for course 16 and what are their value expectations? • How to the Lean Enterprise Model principles and practices apply to Course 16 activities?

Enterprise Stakeholders a corporate example Customers/ End Users Employees Shareholders Multi Partners Program Enterprise Corporate Business Leadership Unit Suppliers Society nIo Any group or individual who can affect or is affected by the achievement of the organization's objective Source: Lean Enterprise value, Ch 6

“Any group or individual who can affect or is affected by the achievement of the organization’s objective” Enterprise Stakeholders: A corporate example Corporate Leadership Employees Multi Program Enterprise - Business Unit Customers/ End Users Shareholders Society Unions Partners “Any group or individual who can affect or is affected by the achievement of the organization’s objective” Suppliers Source: Lean Enterprise Value, Ch 6

Points Captured from Class Discussion Course 16 stakeholders Students Staff Professors Parents Corporate sponsors Alumni H g Iring 100S Research funds Other universities MIT Professional Government sponsors societies ring jobS Nation as a whole Research funds

Points Captured from Class Discussion Course 16 Stakeholders • Students • Professors • Corporate sponsors – Hiring jobs – Research funds • MIT • Government sponsors – Hiring jobs – Research funds • Staff • Parents • Alumni • Other universities • Professional societies • Nation as a whole

Value How various stakeholders find particular worth, utility, benefit or reward in exchange or their respective contributions to the enterprise Source: Lean Enterprise Value, Ch7

Value • “How various stakeholders find particular worth, utility, benefit or reward in exchange for their respective contributions to the enterprise” Source: Lean Enterprise Value, Ch 7

Stakeholder Major Factors Contributing to stakeholder value lg Current Performance LOW LoW High Relative Importance

Stakeholder: ____________ Major Factors Contributing to Stakeholder Value: High Current Performance Low Low High Relative Importance

Stakeholder: Customer Major Factors Contributing to Customer Value Product/service qualit cost of Ownership .Relationship with Corporation Cycle Time Higl Current Performance LOW LoW Relative Importance

Stakeholder: Customer High Current Performance Low Low High Relative Importance Major Factors Contributing to Customer Value: •Product/Service Quality • •Cost of Ownership Relationship with Corporation •Cycle Time

Stakeholder: Customer Major Factors Contributing to Customer Value Product/service qualit cost of Ownership .Relationship with Corporation Cycle Time Higl Product Cost Of /Service Ownership Quality Current Performance Cycle Relationship Time with Corp LOW LoW Relative Importance

Stakeholder: Customer Major Factors Contributing to Customer Value: •Product/Service Quality •Cost of Ownership •Relationship with Corporation •Cycle Time High Current Performance Low Low High Relative Importance Cost Of Ownership Product Quality with Corp. Cycle Time /Service Relationship