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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