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Many aerospace enterprises and other organizations have adopted a variety of management approaches to achieve continuous process improvement, enterprise change and transformation, such as the lean enterprise system, Total Quality Management (TQM), Theory Of Constraints (TOC), agile manufacturing, and Business Process Reengineering (BPR). Among them, the lean enterprise system, with its origins in the Toyota Production System (TPS), comes closest to providing a holistic view of enterprises as complex socio-technical systems embodying a mutually supportive set of precepts and practices driving enterprise operations at all levels and throughout the enterprise value stream encompassing both upstream supplier networks and downstream customer focused activities.
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