Presents the details of an initiative launched in 1995 to transform an aerospace machined parts supply chain comprised of many small businesses from high cost mass production to lower cost lean production. It presents the overall conditions as they existed at the onset of the initiative, strategies and tactics that were used to bring about the desired changes, and an analysis of the business practices, cultural, and behavioural factors that contributed to successes and failures. Recommendations are given to help others in their quest to develop lean supply chains. The lessons learned are most applicable to supply chains containing a large number of small, privately held, businesses making inexpensive parts. However, many of the recommendations will also apply to supply chains containing larger publicly held companies producing more expensive parts or assemblies.
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