Lean Transition of Emerging Industrial Capability

This volume of the final report documents the technical work performed from December 1998 through December 2002 under Cooperative Agreement F33615-97-2-5153 executed between the U.S. Air Force, Air Force Research Laboratory, Materials and Manufacturing Directorate, Manufacturing Technology Division (AFRL/MLM) and the McDonnell Douglas Corporation, a wholly-owned subsidiary of The Boeing Company. The work was accomplished by The Boeing Company, Phantom Works, Huntington Beach, St. Louis, and Seattle; Ford Motor Company; Integral Inc.; Sloan School of Management in the Massachusetts Institute of Technology; Pratt & Whitney; and Central State University in Xenia, Ohio and in association with Raytheon Corporation. The LeanTEC program manager for AFRL is John Crabill of AFRL / MLMP and The Boeing Company program manager is Ed Shroyer of Boeing Phantom Works in Huntington Beach, CA. Financial performance under this contract is documented in the Financial Volume of the final report.

Incremental Verification of Timing Constraints for Real-Time Systems

Testing constraints for real-time systems are usually verified through the satisfiability of propositional formulae. In this paper, we propose an alternative where the verification of timing constraints can be done by counting the number of truth assignments instead of boolean satisfiability. This number can also tell us how “far away” is a given specification from satisfying its safety assertion. Furthermore, specifications and safety assertions are often modified in an incremental fashion, where problematic bugs are fixed one at a time. To support this development, we propose an incremental algorithm for counting satisfiability. Our proposed incremental algorithm is optimal as no unnecessary nodes are created during each counting. This works for the class of path RTL. To illustrate this application, we show how incremental satisfiability counting can be applied to a well-known rail-road crossing example, particularly when its specification is still being refined.

The Japanese Business System: Key Features and Prospects for Change

This paper argues that the Japanese business system cannot be adequately understood without extending the focus of analysis beyond the individual firm to the vertical keiretsu, or business group. The vertical group or keiretsu structure was first identified and studied in the auto and electronics industries, where it is most strongly marked, but it characterizes virtually all sectors, service industries as well as manufacturing. Large industrial vertical keiretsu are composed of subsidiaries engaged in three distinct types of activities (manufacturing, marketing, and quasirelated business). The coordination and control systems are built on the flows of products, financial resources, information and technology, and people across formal company boundaries, with the parent firm controlling the key flows. The paper examines the prevailing explanations first for the emergence and then for the persistence of the vertical group structure, and looks at the current pressures for change and adaptation in the system.