Boeing Adopted The Radical Change Approach For Designing And Developing The 787 Dreamliner

This paper of Philip Condit and the Development of the 777; describes the management, and technological changes that Philip Condit made to the development style of the Boeing Company. Before Philip Condit took over the 777 program, Boeing had been making airplanes in the same fashion as it had been doing for 70 years prior. Mr. Condit saw the chance to bring Boeing into the 21st century not only with the new technology of computer aided drafting, but with modern management techniques as well. The 777 program proved to be the perfect testing ground for a companywide change in the way Boeing did its business.

I am the Project Manager developing the Boeing 787 Dreamliner. The development of this state-of-the-art airplane will include an international team of aerospace companies led by Boeing. The advances in this airplane will reduce the use of fuel by 20%, increase cargo capacity, increase nautical miles in a mid-range airplane, and improve passenger comfort. Boeing

This business level strategy allows Boeing to create distinctive competencies from its rival, Airbus and gain an edge over them. Boeing has been successful in maintaining this business model due to its high R&D which has led to some great innovations in aircraft manufacturing such as the production of Advanced Winglet, Digital Airline, Performance Based Navigation System to name a few. Boeing has also prioritized customer service in their corporate strategies and have implemented GoldCare IT Enterprise Suite as means of 24/7 customer service regarding operations along with AOG solutions as means of after sales service to the customers. As mentioned Boeing Dreamliner 787 has been created keeping in mind the customers’ psychological desires in mind which sets Boeing apart. Boeing has been very successful over the years to create their competitive advantage and maintain its superior performance and they continue to do

Today we have planes packed with technology like the 787 Dreamliner The wings of the Boeing 787 are so flexible because its carbon fiber material can be stretched more, and the high aspect ratio of 11 will magnify this effect. In flight, all you will feel is less shaking due to gusts, because the wing will dampen load changes more effectively. On the ground, the wing might have less tip clearance, because less in-built dihedral is needed – the rest is supplied by the wing’s elasticity in

Boeing adopts a very thorough, well planned out process to manage the project. The stages are defined clearly and tasks involved in each stage are carried out sequentially. The first stage of their approach is the project definition phase during which Boeing identified holes in the market not met by existing planes, assessed future airline needs, considered alternative plane configurations, explored feasibility of possible technologies and performed preliminary estimation of costs. During the market assessment, analysts gathered information regarding future needs of airlines by speaking directly to

In 2000, Airbus Industrie’s Supervisory Board was making the biggest decision in the company history: whether Airbus should commit to develop world’s largest jumbo jet. At that time, there are only two major commercial jets manufactory companies: the younger Airbus and the bigger Boeing. Boeing had been at the forefront of civil aviation for over half century. Airbus was founded in 1970as a consortium and merged into a new company known as European Aeronautic Defense and Space Company. Airbus developed “fly-by-wire” technology and “cross crew qualification” technology to compete with Boeing in large jets (those with 70 or more seats) market. While Airbus was booked more than

There are a multitude of aerospace manufactures in the business of building airplanes worldwide such as Boeing and Lockheed Martin. In order to become a global leader in an ultra-competitive market, such as the aerospace industry, Boeing implements cost reducing initiatives such as lean manufacturing practices. In order to build a complex item such as an airplane on time and on budget, a manufacture will require a competent supply chain management system to ensure all the needed parts are available to the builders. Implementing technology such as automated equipment to assist in the reduction of human errors and fatigue will reduces costs associated with rework caused by human error mistakes.

The general Aerospace inventory network can be grouped among OEMs, Tier 1 suppliers, Tier 2 suppliers and Tier 3 suppliers. Customarily, substantial airplane makers frequently alluded to as OEMs, will indicate their needs to the Tier 1 suppliers. OEMs are in charge of general outlining and assembling, which are regularly alluded to as the most basic segment of the worth chain and every now and again confront section obstructions because of high speculation necessities and innovative abilities. Level 2 suppliers produce flying machine parts as per the Tier 1 suppliers' particulars. Level 3 suppliers are in charge of giving fundamental segments needed by different sellers that are available higher in the worth chain. Be that as it may, with the

The Boeing Company purports to be one of the world’s largest and successful aerospace companies in existence. With a history encompassing a century’s experience it is no wonder why a claim so boastful can be made for this engineering colossus; “A Foundation of Innovation,” reads the title of Boeings corporate vision statement; this is the essential message the company provides to both its external and internal environment. Boeing industry leader in aerospace engineering and innovation. The company has successfully penetrated the market and continues to expand product lines and meet the needs of the consumer. Boeing has a broad range of capabilities that include creating new, more efficient commercial airplanes, integrating military platforms, defense systems, advanced technology solutions, and innovative customer-financing options.

“There are five divisional units in which Boeing coordinate their products and services that they offer to their customers, which are Boeing Commercial Airplanes, Boeing Defense Space and Security, Boeing Military Aircraft, Boeing Global Services and Support and Boeing Capital Corporation.”(ASU C-3) The purpose of this report is to gather information of external and internal analysis of the Boeing Corporation and used it to see how Boeing fits in the aerospace industry environment.

Boeing’s management plan shows determination to improve through creation of new more members of their airplane family (commercial airplanes). This would also be achieved through integration of military platforms, systems for defense and the war fighter by use of network-centric activities. Boeing plan is also inclusive of creation of improved technology to solve problems across all business units. Boeing plans to e-enable airplanes where automation is the key to this development. Finally, Boeing is determined to arrange for financing solutions to its customers. Through this it will be able to attract more potential customers. Moreover, it can also be able to establish a better relationship with its customers through provision of incentives and sales promotion.

Distinctive competencies are organization’s specific strengths which allow the company to differentiate its products from those products which are offered by rivals (Hill, et.all,2017, p.81). Boeing strength lies on customizing of aircraft and designing and proactively in meeting customer demands and needs. To compete in market Boeing developed action which covers enhancing in efficiency, quality, innovation and customer responsiveness. The development process deals with improving the speed of R&D. global sourcing of Boeing aims to achieve greater economies of scale. core competency of Boeing commercial aircraft is based on its product innovation strategy. Boeing is forecasting the market after

6.2 The Boeing model adopted was to spread the design and development to suppliers on a global scale with costs met by suppliers (Ostrower & Lublin, 2013). A strategy such as this should have been tightly controlled from the outset. Without this control, difficulties in assembly and ill-fitting parts requiring redesign added to the delays experienced by the project (Denning, 2013), with hundreds of Boeing engineers sent to various companies to solve technical problems (Tang & Zimmerman, 2009).

In the 21st century, any company whose ultimate goal is to achieve leadership within its industry, it is necessary that they think beyond their domestic market and consider global markets instead. By doing this, they need to be able to change or implement their strategy in order to stay as competitive as they were before, form alliances and partners along the way and outperform the competition. For Boeing, trying to become the global leader in its industry again meant that they needed to launch an exceptional, better aircraft than their competition, Airbus. They were also relying on foreign partners more than ever before to get every part ready in time for assembly. With the launch of their 25th model named the 787 Dreamliner, scheduled

1. What is an appropriate required rate of return against which to evaluate the prospective IRRs from the Boeing 777?