Business and engineering have long intersected with each other in industry. In actuality, they are inseparable. That notion drove the thought process and actions taken to observe phenomena within a U.S. Fortune 500, Aerospace & Defense industry, Department of Defense, independent contractor. In Aerospace & Defense, the ability to implement technology freely and change to address an ever-evolving technological landscape in the world has proven to be difficult given the nature of the work performed. U.S. national security must be protected at all times, therefore information sharing guided by a "need-to-know" basis create an inability to easily implement organizational change company wide. The study focused on how to perform organizational change. Specifically, implementation of industry 4.0 techniques and technology within a classified organization given a shortened planning horizon and window of time to create change of two business quarters defined as 180-days. Through specific selection criteria three programs were chosen for observation and implementation of discovered necessary changes. Each program had their own respective size, nature, and type. Due to national security reasons, they will be defined for the purposes of this dissertation as Program A, the large program, Program B, the medium program, and program C, the small program. By developing, and then executing, a 10-step theoretical framework named the Ervin Change Sustainment Model, organizational change was sought after to introduce industry 4.0 techniques and technology to the major product line observed within the independent contractor.
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Doctor of Philosophy (Ph.D.)
College of Engineering and Computer Science
Industrial Engineering and Management Systems
Length of Campus-only Access
Doctoral Dissertation (Open Access)
Ervin, Hamilton, "Change Sustainment Model (CSM) to Address Industry 4.0 in a Classified Environment" (2021). Electronic Theses and Dissertations, 2020-. 860.