Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Materials Science and Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2004. / Includes bibliographical references (p. 63). / Due to a number of different production issues, the manufacture of template pipes is often delayed. These delays hold up pipe system completion on board the ships in production and can delay payments from the Ministry of Defense. In order to improve the production of template pipes, a number of changes are recommended to the pipe production processes overall. These include improvements in production planning, along with changes in procurement and scheduling methods. These changes in production methods will result in more material available when it is needed and will therefore improve the manufacture of template pipes. Additionally, they will improve the overall availability of pipes when needed as well as reducing inventory of finished pipes and decreasing the amount of rework. A number of other recommendations to improve the overall pipe manufacture process are also identified, including changes in performance measures, production planning, and other potential areas of improvement. / by Shaheen J. Zojwalla. / M.B.A. / S.M.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009. / Includes bibliographical references (p. 94). / As a company grows, more and more effort is needed to control and coordinate operations. Typically, this is accomplished through an evolving collection of systems and processes, such as an Enterprise Resource Planning (ERP) system, but such systems also influence how a company does business, reviews performance, and communicates results. Manufacturing Execution Systems (MES) are often used in conjunction with ERP systems to streamline and enable actual manufacturing processes. A third type of system, the visual management system, is used to take production out of the closed, computerized realm and make it open, intuitive, and efficient. Visual Management, as a lean concept, can be a simple and effective means to efficiently regulate inventory levels and production activities. However, when visual management systems are to be embedded within a broader ERP/MES system, certain conditions and support systems are requisite, the absence of which will render the visual management system ineffective, at best, or destructive, at worst. Furthermore, there are fundamental issues around implementing visual management, be it high-tech or low-tech. This thesis will describe a case study of the process to manage the design and implementation of a visual management system, while addressing various stakeholders' needs and refined business objectives. Theories and frameworks of Enterprise Architecting and Change Management are utilized to analyze which functions the visual management system should perform and how to achieve operator buy-in. / by Brian M. Kisby. / S.M. / M.B.A.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2009. / Includes bibliographical references (p. 61-62). / Heightened competitive pressures, changes in the regulatory atmosphere, and dropping research and development productivity have been plaguing the pharmaceutical and biotechnology industries. Amgen has felt the effects of these forces and launched a new effort to improve its operations via continuous improvement and Lean, ultimately reducing costs and improving productivity of operations. This thesis examines one example of a process improvement effort at Amgen's Fremont manufacturing facility. This project involved characterizing the cycle times of their buffer solution preparation processes, leading to targeted actions to both minimize variability in the process and to reduce the amount of time and effort to manufacture tanks of buffer solution. Tools and ideas from Lean and Six Sigma were applied and a prioritized action plan was presented to the company. This thesis also provides a broader examination of how such continuous improvement efforts can fit into the biotechnology industry with its idiosyncrasies. / by Wayne G.W. Jay. / S.M. / M.B.A.

Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2003. / This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections. / Includes bibliographical references (p. 97-103). / by Jonathan M. Rheaume. / S.M.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, Thesis (S.M. in Ocean Systems Management)--Massachusetts Institute of Technology,Dept. of Ocean Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2003. / This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections. / "June 2003." / Includes bibliographical references (leaves 59-60). / by Lincoln J. Sise. / S.M.in Ocean Systems Management / M.B.A.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2002. / Includes bibliographical references (p. 137-140). / by Kris R. Harper. / S.M. / M.B.A.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2002. / Includes bibliographical references (p. 71-76). / by Galya Racine. / S.M. / M.B.A.

Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2002. / Includes bibliographical references. / by Cristen C. Baca. / S.M.

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2003. / Includes bibliographical references (p. 108-118). / by Eric A. White. / S.M. / M.B.A.

Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at the Massachusetts Institute of Technology, 2000. / Includes bibliographical references (p. 63). / by Timothy Brian Frederick. / S.M.