As a flight of imagination, Boeing\'s 787 Dreamliner was an excellent idea: made
ID: 360749 • Letter: A
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As a flight of imagination, Boeing's 787 Dreamliner was an excellent idea: made of composite materials, the plane would be lightweight enough to significantly reduce fuel costs while maintaining a passenger load up to 290 seats. Airline carriers chose options from a long list of unprecedented luxuries to entice the flying public and placed their orders well ahead of the expected completion dates. And then the problems started. An airplane like the 787 has a design about as complex as that of a nuclear power plant, and Boeing's equally complex offshore organizational structure didn't help the execution. Boeing outsources 67 percent of its manufacturing and many of its engineering functions. While the official assembly site is in Everett, Washington, parts were manufactured at 100 supplier sites in countries across the globe, and some of those suppliers subcontracted piecework to other firms. Because the outsourcing plan allowed vendors to develop their own blueprints, language barriers became a problem back in Washington as workers struggled to understand multilingual assembly instructions. When components didn't fit together properly, the fixes needed along the supply chain and with engineering were almost impossible to implement. The first aircraft left the runway on a test flight in 2009, but Boeing had to buy one of the suppliers a year later (cost: $1 billion) to help make the planes. The first customer delivery was still years away If Boeing and industry watchers thought its troubles were over when the first order was delivered to All Ni (ANA) in 2011, three years behind schedule and after at least seven manufacturing delays, they were wrong. Besides the continuing woes of remaining behind schedule (848 planes have been ordered but only 6 percent have been delivered) Boeing's Dreamliner has suffered numerous mechanical problems. After the plane's technologically advanced lithium-ion batteries started a fire on one aircraft and forced another into an emergency landing in January 2013, ANA and Japan Airlines grounded their fleets. The FAA followed suit, grounding all 787s in the United States. The remaining 50 flying Dreamliners worldwide were then confined to the tarmac until a solution could be found. ippon Airways While Boeing's CEO Jim McNerney says he is "confident we'll identify the root cause," it's difficult to know what he thinks will fix the Dreamliner's operational problems, chief am proponent of Six Sigma and other statistics analytics tools used to streamline production to exacting standards, so it is conceivable that he will try to apply standardization throughout the complex supply chain. He may also decide, along with his engineering team, that the long list of features complicates orders too much and therefore simplify the manufacturing process by eliminating options. ong them the battery crisis. On the one hand, McNe is a On the other hand, McNerney may approach this as an organizational structure problem, both at corporate headquarters and abroad. While he has been meeting daily with his top executives, there have been so many management changes during the 787's history that it would be difficult for him to identify responsibility for errors in order to make changes in the team or the organizational structure. For the work done abroad, McNerney might be looking to restructure reporting relationships in favor of smaller spans of control to heighten management accountability and tie suppliers to the organizational structure of corporate Boeing. Or he might be considering "reshoring" to bring manufacturing physically close to the final assembly site and under Boeing's control while centralizing the organization structure. If he doesn't do this for all components, he may continue to allow local suppliers to manufacture for Boeing, or he may follow current thinking that key coponents (generally, the most complex parts) should not be outsourced.Explanation / Answer
Launching the dreamliner was one of the main strategies of boieng to capture the premium market of the airline industry. By launching the dreamliner , Boeing has successfully implemented itself into the luxurious section of the airline industry.
Launching the dreamliner created several problems for Boeing. By having different problems regarding the batteries as well as other aspects of the production line, has always been in the light for being one of the most controversial projects for the boeing Airlines. This is specific design created problems for going and lines to maintain specific quality for the product. Most of the Planes were taken off from the skies and the specific strategy for for dreamliner was also changed.
Failure of the new technology suggest the Lithium ion batteries were one of the main reasons for the downfall of the specific dreamliner series. This is an specific case of difficulty in launching a new technology in a specific product.
Implementation of new strategies as well as extreme research and development would definitely help boeing Airlines to get back on the track while maintaining the reliability of the new product installment in the dreamliner series. By having a word with the suppliers to supply the batteries to Boeing Airlines, 50 could be increased and this specific problem can be easily rectified as it is directly related to the batteries of the plane. Different other brands as well as companies who are an expert in meeting the Lithium ion batteries for different vehicle can also be contacted for rectifying this is specific issue.
Intensive testing before putting the plane on sale and taking out the plane to the customers can be done by the boeing Airlines to reduce the overall possibility of error during the flight.
For supplying the plane abroad company should apply an approach of centric delivery system which relies on the central warehouse for delivering the goods to different parts of the world. By having orders from different lines across the globe company should directly fly the plane to the specific location and give the delivery to the client.
Manager should be able to implement new strategies to the supply chain management system for increasing the overall efficiency as well as productivity of the system. By having specific key management for creating an ethical and effective working environment for the company one can easily increase your level of implementing of different strategies to work inside Boeing Airlines. Maintaining the quality of the organisational structure in manufacturing the plane as well as maintaining a transparency in different transactions could be very beneficial for an organisation to increase their overall productivity level.
McNerny should implement different strategies to the overall structure of the Boeing Airlines to produce better tested products. By having an implementation of intensive testing program for the products of the Boeing airline could be very beneficial for creating and maintaining extremely reliable products which can be used by the multiple companies. Using the best available services as well as Outsourcing the services in which the different brands has the expertise can also increase the level of implementation towards a specific product for a better management.
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