and center by listening to feedback from team members and customers about
what works and what drives delays into the process. Only then does Mr. Chilukamarri make suggestions for improvements.
“Before you can talk about changing what you do, you need to listen to con-
cerns about how things are being done,” he says. “Teamwork plays a big role in
making lean work.”
Mr. Moghaddam is similarly dependent on people-driven lean enablers. “The
key success factors in implementing lean have been based on the integration of
people as the most valuable component,” he says.
When he’s put in charge of a new large-scale project or program, Mr. Moghad-
dam helps establish the annual goals and targets and then assigns specific lean-
driven goals to managers within key areas of the program. “I work directly with
engineering managers and their teams to identify opportunities to implement
projects more cost effectively and efficiently,” he says. “That might mean stream-
lining a process or providing improved engineering tools to help end users do
their jobs more efficiently. The focus on lean applications not only applies to the
engineering and production areas, but across all functions within the program.”
Mr. Moghaddam also focuses heavily on communication as a lean enabler.
“Communication is the most critical part of every program charter at Boeing,”
he says. At the start of each program or project, program or project manag-
ers meet with all stakeholders to establish communication expectations—who
should receive updates, how often teams need to meet and how they should
share key program information.
“As the program execution lead, I take a lean communication approach: I focus on eliminating nonproductive meetings while reducing
Challenges and enablers: a Primer
reactive program execution
Unstable, unclear or incom-
insufficient alignment and
coordination of the extended
locally optimized processes
that aren’t integrated across
Unclear roles, responsibilities
mismanagement of program
culture, team competency
insufficient program planning
improper metrics, metrics
systems and key performance
lack of proactive program risk
Poor program acquisition and
The Pmi/inCOse/mi T Guide to Lean Enablers for Managing Engineering
Programs identified 10 common challenges or behaviors that drive waste
and inefficiencies in engineering programs.
The report also examined how six
key principles of lean could limit the
impact of these challenges.
build a program culture that
Capture the value defined by the
key customer stakeholders.
map the value stream and eliminate waste.
Flow the work through planned and
let customer stakeholders