LOCKHEED MARTIN AERONAUTICS: Restructure and Transformation

Enterprise Transformation: Understanding and Enabling Fundamental Change

Volumn , Issue , 2006, Pages 431-464

  Kessler, William C ^a   Heath, Ralph D ^a  

^a NONE

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Indexed keywords

EID: 84889315582     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1002/0470007826.ch20     Document Type: Chapter

References (13)

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3. Hammer, M. (2001). The Super-Efficient Company, Hayward Business Review, 77(6), 108-118.
4. Institute of Electrical and Electronic Engineers (IEEE) Standard 610.12. Architecture.
5. Kessler, W.C. (2002). Company Transformation: A Case Study of Lockheed Martin Aeronautics, Information Knowledge Systems Management. 3 (l), 5-14.
6. Keyworth Institute at Leeds University, UK. Enterprise Engineering. http://www.kevworth.leeds.ac.uk.
7. Lean Aerospace Initiative at MIT. Lean Enterprise Value. http://www.lai.mit.edu.
8. Lockheed Martin (2002). Concept of Operations: How We Will Run LM Aero, Fort Worth: Texas. Lockheed Martin Aeronautics Company.
9. Murman, E. et a1 (2002). Lean Enterprise Value: Insights from MIT’s Lean Enterprise Initiative. New York Palgrave.
10. Paul, G. A. (1999). The Process-Centered Enterprise: The Power of Commitment, New York: St. Lucie Press.
11. Rouse, W.B. (2001). Essential Management of Strategic Management, New York: John Wily and Sons.
12. Tennenbaum Institute at Georgia Institute of Technology. Enterprise Transformation. http://www.ti.gatech.edu.
13. Womack, J.P. and Jones, D.T. (1996). Lean Thinking: Banishing Waste and Creating Wealth in Your Corporation, New York Simon and Schuster.