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Topics: Management, Process management, Business process management Pages: 3 (821 words) Published: March 10, 2013
Case Study: Lockheed Martin
Lockheed Martin adopts new process-led culture with control-ES Client Overview Lockheed Martin is a leading systems integrator and aerospace technology firm with well-established positions in defence and civil Governments worldwide. Their strategic focus is on core markets in defence, homeland security, and government information technology and services. Established in 1991 with the highly successful Merlin helicopter programme, Lockheed Martin UK Ltd - Integrated Systems became recognised as a leader in design, and they now develop and integrate complex systems for commercial, civil and defence markets. They employ professionals in technology, engineering and programme management, who work on programmes across the UK including Network Rail, Royal Mail, MoD, Metropolitan Police and London Underground. Scenario and Challenges Lockheed Martin launched their Business Management System (BMS) in 2000 to deliver clear and effective processes descriptions. Prior to this, their processes had been held in paper-based procedures. Changes to business processes were a ‘bureaucratic nightmare’ that could take up to six months. Departments worked in isolation and one person wrote procedures. BMS was developed to replace the traditional quality manual. It needed to define the organisational structure, processes, procedures and resources to implement a comprehensive control assurance system to provide best practice, best quality and repeatable customer satisfaction. This approach was also required to facilitate ISO9000:2000 accreditation. Solution Central to the BMS was the process management software. After reviewing a significant number of different systems, control was chosen because; • it excluded all the unwanted features common in such tools • it is highly intuitive and simple for Process Authors to use • the price was right • it automates the necessary authorisation and change recording tasks leaving Process Authors free to innovate • it...
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