Abstract

Every executive has heard about the importance of Lean as a means of eliminating waste and "fat." However, when operations are novel and complex - as in product development, research, information technology, and many other kinds of projects - cutting out the "fat" turns out to be much more challenging. To understand Lean in an environment characterized by extreme novelty and complexity, we drew on our experiences with a number of processes, and in particular Lockheed Martin’s Lean implementation for the F-22 fighter aircraft. Our findings lead to a path that executives andmanagers can followto become Lean without compromising innovation.