Information technology and the quality improvement in defense industries

Although aggressive leaps in process manipulation are the pinnacle to short-term stability and long-term growth, information technology (IT) is inherently highly variable and challenging in any continuous improvement effort. The purpose of this paper is to assess whether implementation of lean processes yielded repeatable, predictable results in IT schedule reductions. Additionally, the study determines what critical success factors (CSFs) are necessary.

The research used non-experimental quantitative methods analyzing archival secondary data. The sample for this case study was compiled from a defense industry organization that implemented these techniques in development, testing and fielding.

Based on the research, the results revealed a statistical significance whereby a difference between the PreLean schedule and PostLean schedule existed. The study also evaluated nine CSFs as quintessential to successful implementation of lean philosophies. From those nine CSFs, seven plyometric CSFs are derived as a model for implementation. These include: enterprise incorporation, team trust, transformational leadership, recursive improvement, integrated synergy, customer-centric culture and heuristic communication.

Although plyometrics is a term often used in athletics (Yessis, 2009), the description of an exercised function producing power and speed to exert maximum force in minimum time is introduced. Through a combination of synergistic alignments, each plyometric CSF maximizes the effects of each single CSF to produce rapid results. The model can be applied to IT and non-IT fielding, both within the defense industry and commercial sector.