Eric Rebentisch

Eric Rebentisch is a research associate in the Sociotechnical Systems Research Center, where he leads and advises research projects relating to lean product development and enterprise change in both government and industry. He has played a key role in facilitating major enterprise-level improvement efforts in government agencies. He has developed and deployed short courses at LAI and MIT that have been used in the aerospace industry to train managers and engineers in lean enterprise principles and practices and to facilitate improvement initiatives.

He formerly headed LAI’s Enterprise Product Development group and led its research, tools, and community development activities. He has advised dozens of graduate student theses at MIT on a range of topics. His research has focused primarily in aerospace but also encompasses autos, medical devices, chemicals, and high technology. It has addressed the development and management of enterprise technical competencies, including knowledge management and knowledge transfer, intellectual capital management, long–term institutional change, the “fuzzy front end” of product development, system architecting (including standardization, reusability, and commonality), and strategies for managing technical system development in an unstable environment.

He has also played a principal role in developing research findings into policy recommendations and in facilitating high level value–stream mapping and transformation events in complex enterprises such as the US Air Force, US Army, and the US Department of Defense (DoD). He led the facilitation of enterprise transformation initiatives with the US Army Materiel Enterprise, the US Army System of Systems Engineering office, and the office of the US DoD Deputy Chief Management Officer. He also led the enterprise and stakeholder value research effort on the NASA Constellation Systems Study on the Draper Laboratory/MIT team studying future space exploration architectures and strategies.

He is co-author of the book Lean Enterprise Value and numerous other publications. At MIT he has taught courses in research methods and Lean/Six-sigma processes. He has been a principal in developing and deploying short courses at LAI and MIT, including the Lean Enterprise Value (LEV) and Lean Enterprise Product Development (LEPD). Both LEV and LEPD were developed with Dr. Hugh McManus and have been used widely in the aerospace industry to train managers and engineers lean enterprise principles and practices and to facilitate improvement initiatives.

He received a doctorate in the Management of Technological Innovation from the Sloan School of Management, a master’s degree in Organizational Behavior from Brigham Young University, and a Bachelor of Science degree in aerospace engineering from the California State Polytechnic University, Pomona. Prior to academia he worked in the aircraft industry as a propulsion engineer.

Research Interests: 

Design and Evolution of High Performance Enterprise Product Development Systems

Development and Management of Intellectual Capital in Product Development

Enterprise Change Management

Evolutionary System Architecting and Development Strategies

Global Product Development

Lean Product Development

Lean Program Management

Platform Architectures and Commonality


Oehmen, J., (Ed.). “The Guide to Lean Enablers for Managing Engineering Programs.” Version 1.0, Joint MIT-PMI-INCOSE Community of Practice on Lean Program Management, URI:, June 2012.

Mayrl, P., J. Oehmen, and E. Rebentisch. “Customer Value in Lean Product Development.” LAI Paper Series: “Lean Product Development for Practitioners,” May 2012.

Hoppmann, J., and E. Rebentisch. “Interdependencies between Practices for Fast and Efficient Product Development: An Empirical Analysis.” (Under review at Technovation.)

Oehmen, J., E. Rebentisch, and K. Kinscher. “Program Management for Large Scale Engineering Programs.” LAI Paper Series: “Lean Product Development for Practitioners,” December 2011.

Knoblinger, C., J. Oehmen, E. Rebentisch, W. Seering, and K. Helten. “Requirements for Product Development Self-Assessment Tools.” Presented at the International Conference on Engineering Design, ICED11, 15-18 August 2011, Copenhagen Denmark.

Oehmen, J., and E. Rebentisch. “Der Informationsfluss muss effizient sein” (The information flow must be efficient). IO Management, Switzerland, July/August 2011, Nr. 7/8, pp. 58-62.

Hoppmann, J., E. Rebentisch, U. Dombrowski, and T. Zahn. “A Framework for Organizing Lean Product Development.” Engineering Management Journal, Volume 22, Issue 4, December 2010.

Oehmen, J., and E. Rebentisch. “Lean Program Management.” LAI Paper Series: “Lean Product Development for Practitioners,” October 2010.

Oehmen, J., and E. Rebentisch, E. “Compilation of Lean Now! Project Reports”, LAI White Paper, Cambridge, MA, October 2010.

Oehmen, J., and E. Rebentisch. “Waste in Lean Product Development.” LAI Paper Series: “Lean Product Development for Practitioners,” July 2010.

Rebentisch, E., and J. Hoppmann. “An Implementation Roadmap for Lean Product Development.” Presented at the Lean Product and Process Development Exchange (LPPDE) Conference, 21 April 2010, Hilton Head, SC.

Oehmen, J., and E. Rebentisch. “Risk Management in Lean PD.” LAI Paper Series: “Lean Product Development for Practitioners,” March 2010.

Gordon, M., C. Musso, C., E. Rebentisch, and N. Gupta. “The Path to Developing Successful New Products.” Operations Practice, McKinsey Quarterly, January 2010.

SSRC Research

Skolkovo Institute of Science and Technology Enterprise Stakeholder Analysis