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| List of Boxes | |
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| List of Figures and Tables | |
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| Foreword | |
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| Acknowledgements | |
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| List of Abbreviations | |
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| Higher, Faster, Farther | |
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| The 21st-Century Enterprise Challenge | |
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| Lean Enterprise Value | |
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| Value as 'True North' | |
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| Principles of Lean Enterprise Value | |
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| The Aerospace Challenge | |
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| Moving Forward | |
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| The Cold War Legacy | |
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| 1945-69: A Bullish Quarter-Century | |
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| 1970-89: Shifting National Priorities | |
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| Challenges of the Cold War Legacy | |
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| Monuments and Misalignments | |
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| Dynamics of Industrial Innovation | |
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| Actions and Reactions | |
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| Barriers to Change | |
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| The Challenge Ahead | |
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| Better, Faster, Cheaper | |
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| Lean Thinking | |
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| Lean Thinking Defined | |
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| Lean Thinking in its Historical Context | |
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| Lean Thinking and Other System-Change Initiatives | |
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| Implications of Lean Thinking for the Aerospace Industry | |
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| Islands of Success | |
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| A Herculean Island: Transforming Production on the C-130J | |
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| A Byte-Sized Island: Improving Code Generation | |
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| A Better-Practice Island: Manufacturing F-22 and RAH-66 Electronics Using Commercial Practices | |
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| An Engineering Support Island: The F-16 Build-To-Package Center | |
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| A Cultural Island: New Ideas and Methods for 777 Floor Beams | |
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| An Island Chain: The Pratt & Whitney Story | |
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| An Awakening Island: Diffusing Lean Practices to the Delta IV Launch Vehicle | |
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| An Island of 'Pull': Integrating Supplier and Material Management at GE Lynn | |
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| A Mini-Enterprise Island: Joint Direct Attack Munition | |
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| Summing Up | |
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| Lean Enterprises | |
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| The 'Whats' of a Lean Enterprise: Lean Principles and Practices | |
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| The 'Hows' of Lean Enterprise Transformation | |
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| Assessing the 'Where' on a Lean Journey | |
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| Integrated Entities | |
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| Enterprise Stakeholders | |
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| A Long Journey | |
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| Creating Enterprise Value | |
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| A Value-Creation Framework | |
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| What is Value? | |
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| Value Streams and Doing the Job Right | |
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| Introducing the Framework | |
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| Value Identification | |
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| Value Proposition | |
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| Value Delivery | |
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| Linking the Value-Creation Framework Across Three Levels of Enterprise | |
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| Summing Up | |
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| Program Value | |
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| Value Identification | |
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| Program Value Proposition | |
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| Delivering Program Value | |
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| Adapting to Change | |
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| Summing Up | |
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| Value in Corporate and Government Enterprises | |
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| A Value Stream Approach to Understanding Enterprise Integration Challenges | |
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| Above the Level of a Single Program Value Stream | |
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| Identifying Value Across the Enterprise | |
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| Creating Enterprise Value Propositions | |
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| Delivering Enterprise Value | |
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| Summing Up | |
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| Value at National and International Levels | |
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| A 'Crisis' in Defense Aerospace? | |
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| Value Identification | |
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| Creating the Value Proposition | |
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| Value Delivery | |
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| Summing Up | |
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| Future Value | |
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| Five Guiding Principles for Lean Enterprise Value | |
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| Conclusion | |
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| Appendices | |
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| Lean Aerospace Initiative Member Organizations (October 2001) | |
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| Airframe | |
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| Avionics/Electronics | |
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| Propulsion, Power Systems and Controls | |
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| Space | |
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| US Air Force | |
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| Other Government Entities | |
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| Invited Participants--Labor | |
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| Invited Participants--Industry and Government | |
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| Appendix B | |
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| LAI Supported Students Completing Theses | |
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| Other Graduate Students Participating in LAI | |
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| Other Graduate Students Whose Theses have Contributed to LAI | |
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| Notes | |
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| Index | |