An Investigation of Integrated Product Development: A Case Study of An F-22 Prime Contractor
AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF LOGISTICS AND ACQUISITION MANAGEMENT
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This research investigates the effects of implementating the Integrated Product Development IPD philosophy in a major acquisition program, specifically an F-22 Advanced Tactical-Fighter Prime Contractors IPD implementation The population of the study consists of employees of the prime contractor working directly with IPTs on the F-22 program. A survey with closed- ended questions and open-ended statements was used to collect data. The survey was pretested on F-22 SPO personnel to increase survey reliability. Survey results indicate that this prime contractor is having difficulty implementing IPTs. The IPT structure in this company does not seem to have improved the ability of company personnel to contribute to the success of the F-22 program. Research indicates that the company should firmly establish its commitment to product teams and clearly define the roles of functional area managers and IPTs. Team leaders could better communicate with team members about critical issues and decisions. Improved training could alleviate many of the companys problems implementing IPTs. Finally, communication should improve. IPTs can be most useful when communication is frequent and effective. Integrated Product DevelopmentIPD, Integrated Product TeamIPT.
- Administration and Management
- Personnel Management and Labor Relations
- Logistics, Military Facilities and Supplies