{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/43823"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/43823","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Using visual analytics to drive lean behavior in program management office","abstract":"Raytheon recently won a large order for one of its programs (Program X) leading to a doubling of monthly production. With a relatively larger order, Raytheon reduced the acquisition unit price to the customer. Thus, there is a burning platform to evaluate the current program assessment tools and ensure that the future assessment tools are adequate for a smooth production schedule. In addition, there is a need to create a more robust and automated manner of identifying risks and opportunities in the production process. The main approach is to use the Raytheon Six Sigma process (visualize, commit, prioritize, characterize, improve, and achieve) to solving major projects, which is similar to the original Six Sigma DMAIC process (define, measure, analyze, improve, control). Using the aforementioned process, this thesis explores whether introducing visual analytics and controls to the Program Management Office (PMO) can improve the overall communication between the PMO and the manufacturing work centers, and ultimately eliminate the various wastes and improve Program X's production process. In addition, this thesis examines if driving Lean behavior to the PMO, can indirectly drive Lean behavior across the manufacturing value chain leading to cost savings and increased productivity.","abstract_html":"Raytheon recently won a large order for one of its programs (Program X) leading to a doubling of monthly production. With a relatively larger order, Raytheon reduced the acquisition unit price to the customer. Thus, there is a burning platform to evaluate the current program assessment tools and ensure that the future assessment tools are adequate for a smooth production schedule. In addition, there is a need to create a more robust and automated manner of identifying risks and opportunities in the production process. The main approach is to use the Raytheon Six Sigma process (visualize, commit, prioritize, characterize, improve, and achieve) to solving major projects, which is similar to the original Six Sigma DMAIC process (define, measure, analyze, improve, control). Using the aforementioned process, this thesis explores whether introducing visual analytics and controls to the Program Management Office (PMO) can improve the overall communication between the PMO and the manufacturing work centers, and ultimately eliminate the various wastes and improve Program X's production process. In addition, this thesis examines if driving Lean behavior to the PMO, can indirectly drive Lean behavior across the manufacturing value chain leading to cost savings and increased productivity.","abstract_has_math":false,"creators":["Antoniou, Charalambos J. (Charalambos Jean)"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Leaders for Manufacturing Program at MIT","school":null,"contributors":[],"advisors":["Deborah J. Nightingale and Roy E. Welsch."],"committee_chairs":[],"committee_members":[],"year":2008,"date_issued":"2008","date_published":"2008","updated_at":"2026-07-22T22:21:05Z","subjects":["Sloan School of Management.","Engineering Systems Division.","Leaders for Manufacturing Program."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/43823","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Deborah J. Nightingale and Roy E. Welsch."]},{"key":"dc:contributor.department","label":"Department","values":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. Engineering Systems Division","Sloan School of Management"]},{"key":"dc:contributor.other","label":"Dc Contributor Other","values":["Leaders for Manufacturing Program."]},{"key":"dc:creator","label":"Author","values":["Antoniou, Charalambos J. 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Thus, there is a burning platform to evaluate the current program assessment tools and ensure that the future assessment tools are adequate for a smooth production schedule. In addition, there is a need to create a more robust and automated manner of identifying risks and opportunities in the production process. The main approach is to use the Raytheon Six Sigma process (visualize, commit, prioritize, characterize, improve, and achieve) to solving major projects, which is similar to the original Six Sigma DMAIC process (define, measure, analyze, improve, control). Using the aforementioned process, this thesis explores whether introducing visual analytics and controls to the Program Management Office (PMO) can improve the overall communication between the PMO and the manufacturing work centers, and ultimately eliminate the various wastes and improve Program X's production process. In addition, this thesis examines if driving Lean behavior to the PMO, can indirectly drive Lean behavior across the manufacturing value chain leading to cost savings and increased productivity."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M.","M.B.A."]},{"key":"dc:title","label":"Title","values":["Using visual analytics to drive lean behavior in program management office"]}]}],"canonical_facts":{"dc:contributor.advisor":["Deborah J. Nightingale and Roy E. Welsch."],"dc:contributor.department":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. Engineering Systems Division","Sloan School of Management"],"dc:contributor.other":["Leaders for Manufacturing Program."],"dc:creator":["Antoniou, Charalambos J. 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The main approach is to use the Raytheon Six Sigma process (visualize, commit, prioritize, characterize, improve, and achieve) to solving major projects, which is similar to the original Six Sigma DMAIC process (define, measure, analyze, improve, control). Using the aforementioned process, this thesis explores whether introducing visual analytics and controls to the Program Management Office (PMO) can improve the overall communication between the PMO and the manufacturing work centers, and ultimately eliminate the various wastes and improve Program X's production process. 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