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Nonprofit, payload process improvement through lean management.

机译：非盈利组织，通过精益管理改善有效载荷过程。

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Organizations that are successful and competitive long-term have learned to efficiently utilize their resources, such as money, people, facilities, and time. Over the last half-century, there have been a variety of theories and techniques put forth on how to do this. One recent theory applied in the aerospace industry is Lean Management (LM), which emphasizes a customer focus and a rigorous elimination of activities that do not add value from the customer's perspective.; LM has not, until now, been evaluated for small, nonprofit, one-off production organizations (NOPOs). Previous research on LM focused on for-profit companies and large-scale production organizations, producing relatively similar products repetitively (e.g. automobiles, commercial satellites, aircraft, and launch vehicles). One-off production organizations typically create one-of-a-kind products. The purpose of this research is to examine the applicability of LM to a NOPO. LM will improve resource utilization and thereby competitiveness, as well as exploring a new area of knowledge and research.; The research methodology consists of conducting case studies, formal and informal interviews, observation and analysis in order to assess whether and how LM may be beneficial. The research focuses on one particular NOPO, BioServe Space Technologies (BST): a nonprofit, payload development organization. Additional NOPOs were interviewed in order to draw more generalized conclusions about LM benefits.; The research demonstrates that LM is applicable to NOPOs, thus providing a tool to improve efficiency and competitiveness. Results from this research are guidelines for payload development organizations to implement LM, and highlighting potential LM weaknesses. A major conclusion is that LM needs some minor modifications to be applicable and useful to NOPOs, particularly in terms of value stream mapping. The LM implementation roadmap developed for NOPOs introduces customized metrics, as well as including standard LM ideas. The metrics address efficiency; customer and stakeholder satisfaction; research value; and employee education. LM will improve resource utilization, while retaining the NOPO's hallmarks of adaptability and flexibility.
机译：成功且具有长期竞争能力的组织已学会有效利用其资源，例如金钱，人员，设施和时间。在过去的半个世纪中，关于如何执行此操作提出了各种各样的理论和技术。精益管理（LM）是最近在航空航天工业中应用的一种理论，它强调以客户为中心，并严格淘汰那些不会从客户角度提高价值的活动。直到现在，LM还没有经过小型，非营利的一次性生产组织（NOPO）的评估。先前关于LM的研究集中于营利性公司和大型生产组织，它们重复生产相对相似的产品（例如汽车，商用卫星，飞机和运载火箭）。一次性生产组织通常会创建一种产品。这项研究的目的是检查LM对NOPO的适用性。 LM将提高资源利用率，从而提高竞争力，并探索知识和研究的新领域。该研究方法包括进行案例研究，正式和非正式访谈，观察和分析，以评估LM是否以及如何使LM受益。该研究侧重于一个特定的NOPO，即BioServe空间技术（BST）：非营利，有效载荷开发组织。采访了其他NOPO，以得出关于LM收益的更笼统的结论。研究表明，LM适用于NOPO，从而提供了提高效率和竞争力的工具。这项研究的结果是有效载荷开发组织实施LM的指南，并强调了LM的潜在弱点。一个主要结论是，LM需要进行一些较小的修改才能适用于NOPO，并且对NOPO有用，特别是在价值流映射方面。为NOPO开发的LM实施路线图引入了自定义指标，还包括标准LM想法。指标涉及效率；客户和利益相关者的满意度；研究价值；和员工教育。 LM将提高资源利用率，同时保留NOPO的适应性和灵活性。

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