A Lean Approach to Improving SE Visibility in Large

Operational Systems Evolution

Richard Turner

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Stevens Institute of Technology

rturner@stevens.edu

Jo Ann Lane, Dan Ingold

University of Southern California

@usc.edu

Ray Madachy

Naval Postgraduate School

rjmadach@nps.edu

It is often difficult to understand the status of capability development in large

operational systems. Schedules are rarely stable. This is due to factors such as: the size and

complexity of capabilities; unexpected changes in priorities; depth of supplier chains; variety

and availability of special engineering resources; contract structure; and the inherently

complex nature of such operations. Lean approaches use the concepts of work in progress

(WIP) and capacity to maximize flow through a process. Under certain circumstances, these

concepts can be applied to systems engineering and development processes. This paper

describes an example implementation of the concept in a large health care system of systems.

To enhance both visibility and flow, the approach utilizes visualization techniques,

pull-scheduling processes, and a services approach to systems engineering.

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