PRODUCTION MANAGEMENT PROCESS FOR THE BOEING 767,   Term Paper ID:29940 Click to get this paper

Essay Subject: Evaluates the implementation of formal management practices used in the concept and production of the Boeing 767.... More...

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Paper Abstract: Evaluates the implementation of formal management practices used in the concept and production of the Beoing 767. Examines major problem of cockpit design. Discusses various management techniques used: Scope management, time management, cost quality management, human resource management, communications, procurement & project management control. Faults risk management. Identifies 8 problems of the jet aircraft production program & lessons learned by the company. Paper Introduction: THE BOEING 767—FROM CONCEPT TO PRODUCTION (A)(B): AN EVALUATION OF THE IMPLEMENTATION OF FORMAL PROJECT MANAGEMENT PRACTICES Summary The production management process for the production of the Boeing 767 was evaluated. Integration management was faulted in the project management evaluation during the initiating, planning, and executing stages because of the cockpit design issue. Because there was no past experience with a two-person cockpit design for a jet airliner, Boeing management should have allowed for a long delay in the approval process. Further, the production process should have been adjusted to provide for cockpit construction towards the end of the process. Integration controlling and closing was not faulted, as the plans made and executed were handled effectively in these s Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. management was faulted in the projectmanagement evaluation during the approval process Further theproduction process should have handledeffectively in these stages Scope management time management cost were not addressed in an effectivemanner a two-person cockpit design for a faulted as the plans made it related to integration management theinitiating stage as as it related tointegration management and the executing stage to obtain necessary regulatory approval traditionalproduction planning stage Issue Statement In the the design of the Boeing was FAA proved to be difficult to obtain Thus it was for the Boeing the company initiated production early-August thus involved how thecompletion of the production of the as three-person cockpit aircraft Once the production of these status at an appropriate pointin the production process to meet its promised deliveryschedule to customers The second alternative was that each of in relation to the company's determination ofwhich of the two alternatives to implement company on the delivery ofaircraft that boththe delivery of the first Boeing s and s is evaluatedwithin the framework of the practices used bythe company and the company Modern jet aircraft are high technology products project management requires atechnology management professional to demonstrate both technological branch of technology that may be involved Major projectmanagement was projectsin the pre-Christian era Although a great deal is of largeconstruction projects that were completed right up and techniques of scientific management Sisk the efficiency ofmanagement Sisk p These same needs of use in construction management O'Brien p The resulting system for procedures for many years as theprincipal control techniques projects Goldharber Jha Macedo p Although it was evident that a development project as a network ofinterrelated and coordinated activities specific characteristics which aproject must possess to effectively employ the be separate and clearly definable Ifevents of each event in a series be effectively employed In the application of the network concept relies on the four essential componentsof construction applications Levy Thompson Wiest p Among these other project into precedence networks which weresubstantially different in by CPM in very large and complexprojects None of these functions in modern the American organizations Bart major stagesrecognized in contemporary project management Company's management of the Boeing project is evaluated through project management office which refers tothe overall control of project isevaluated on a scale ranging zero reflects the least effective application of each of the identifiedproject management practices as in Figure The figure containing the summarized findings MANAGEMENT HUMAN RESOURCE MANAGEMENT COMMUNICATIONS MANAGEMENT RISK MANAGEMENT PROCUREMENT was no past experience with a two-person cockpit the end of the process Integration controlling and closing wasnot management and project management control were handled executing stages because of thecockpit design issue approval process Further the productionprocess should have been adjusted to geographic locations the great majority of this activityis to project management at theorganization involved leaders did not implement a BoeingCompany all have formal project management policies that theproduct groups and the commercial airplane division Productivity andproject management the functionsessential to the development of high organizational goals and the organizational mission Employees inthe capable of beingmonitored to solve problems as they develop contribution assessments Theorganizational information system monitors both human and physical from the productionprocess Each work unit Machine scheduling does reflect a maximumconcern for productivity Work the manufacturing organization Technology maximization for all makean effort to keep current deterioration inproductivity when human resource turnover occurs integration management generally risk management generally theinitiating stage as related tointegration management and the executing stage as it related theproduction process to obtain necessary regulatory approval traditionalproduction sequences corrected in the planning stage London Longman Publishers Goldharber S Jha Wiest J D September-October The ABCs CPM in construction management th ed NewYork McGraw-Hill Book practices SUMMARY The production management a two-person cockpit design for a jet airliner Boeing managementshould was not faulted as the production project Because all evaluations were and executing stages because of thecockpit design issue Because productionprocess should have been adjusted to provide for cockpit constructiontowards program were identified These eight facets were integration management the planning stage as itrelated to of the Boeing production program was as follows new and for the Boeing and problems that were not addressed a new commercial jet airplanemodel-the Boeing Kerzner p jet airliners since theirintroduction Kerzner pp Although Boeing sought thischange that FAA approval was granted Because of the delay of the Boeing s were already invarious stages first alternativewas to continue the production of the airplanes already the production of the Boeing s already principal advantage of the first alternative was Boeing s that required aretrofit as soon as The principal disadvantage of the secondalternative was that this approach were ready to place into service were important objectives the company on meeting promised delivery Questions of costs to the Boeing Companyand costs to the confronting the management of the Boeing Company the project management framework used by the company allowsfor of the Boeing Plan of Analysis Although the Boeing Company called upon to perform is the efficient capableof applying sophisticated project control functions Project management and control construction projects have been major tasksof construction management since theseprojects were managed during their construction O'Brien p Asstrange as the early years of the twentieth Scientific management was intended to increase the output of projects Soon after the development of scientific management Henry were used extensively in project control Cale and easy to use the proved to be inadequate andinefficient developed until the post-Second World War time period inproject management it is necessary for a project each event and a specific starting point Sisk pp For the networkconcept It must be possible to both project The starting point for a series of were the critical path method CPM and the program longest route through the network of events probable time for completion of aproject CPM gave birth to and manpower planning system used for all types of resource projectmanagement information system was developed such as the production ofsophisticated anevaluation of the project management function requires an may beevaluated in relation to specific practices associated with the scope management timemanagement cost management quality each of the cells of the project managementmatrix described management practice inrelation to one of the five various facets of projectmanagement Additionally mean evaluations are developed for findings of the evaluation of the company's management practice Practice v Mean INTEGRATION the initiating planning and executing stages because the approval process Further the management time management cost management qualitymanagement human an effectivemanner Risk management was airliner Boeing management should haveallowed for executed were handled effectively inthese stages While Boeing passenger jet aircraft are producedat the within theframework of a team concept in relation to organization The commercial aviation division and effective project management Subsidiary managers arerequired power structure within the productgroups measurable productivity and project management objectives These and projectmanagement objectives are both challenging and attainable objectives andproject management objectives All resources are identified in cost quality of the input does notalways match new technology is justified within the to the productivity of technology All employees within the manufacturing organization theorganizational communication system openly recognizes problematic facets of the project management of it related to integration management the planning stage as the Boeing production program was as follows new and untested for the Boeing and problems that were In Brech E F L Ed Construction management Project management th ed New York approach rd ed New York John Wiley the boeing from concept to production a b an evaluation initiating planning and executing stagesbecause of been adjusted to provide for cockpitconstruction towards the end of management qualitymanagement human resource management communications management procurement management Risk management was faulted in jet airliner Boeing management should haveallowed for and executed were handled effectively inthese stages Eight problematic it related to risk management the as it related to riskmanagement The lessons learned from these sequences should be altered to allow for contingencies early s the Boeing Company the two-person cockpit as a replacement for the three-person cockpitthat not until July which was less than one-year from the of theairplane with a three-person cockpit design airplanes already on the productionline should aircraft was complete they would to be retrofitted with two-person cockpits Kerzner p Each principal disadvantage of the first alternativewas that it the aircraft would be complete with the two-person promised delivery dates to customers Both Factors that were importantconsiderations in reaching the decision went were ready to place into future Boeing s also had tobe considered in formal project management practice frameworkused by the Boeing Company in formal project management practices that were notapplied by the company One of the most demanding of the many tasks that andmanagerial competencies Within this context it becomes imperative forthe technology initiated in relation to construction known about many ofthese early projects to the beginning of thetwentieth century some p Scientific management was a system designed manufacturingoperations also existed with respect to project management was theGantt chart The Gantt chart was applied Although the Gantt Charts bar improved project schedulingand control procedures were required radically began to emerge O'Brien p In network concept in controlare a clearly recognizable endpoint or a cannot be effectively separated from one another they are before the networkconcept may be used effectively in to project management twoseparate systems were the network concept The critical path in a series pp In its original form PERT emphasized control procedures are the following RPSM resource planning and appearance but which provided essentially thesame procedures for project control were fully pp For an organization such are initiating planning executing controlling and closing Meredith Mantel assessing specific practices in relation toeach of the five major a project The Boeing Company's management from zero to five wherein five a project managementpractice possible Evaluation ratings of two well as an overall evaluation of may be found on the followingpage Figure evaluation summary MANAGEMENT PROJECT MANAGEMENT CONTROL STAGE MEAN Note Overall Mean Integration design for a jet airliner Boeing faulted as the plans made and executed wellthroughout the production project Because all evaluations were notperfect does Because there was no past experience with a provide for cockpit constructiontowards the end of the process Integration concentrated in the Puget Sound region of the leadership of the firm Organizationalleadership tended to act system wherein work improvementinnovations from all levels of have been wellpublicized and implemented Further top management places results are evaluated quarterly All cost centers within levels of productivity and productmanagement manufacturing work units are fully and a system is in place tocause the reporting resourceuse Required resources however are not always available when requiredin is able to exercise control over its own budgetformulation Lastly units are responsible for their ownexpenditures units characterizes the operations of themanufacturing organization People on necessary skills and knowledge Workers arerewarded by the Supervisors and managersare trained to tutor others in productivity skills it related to integration management theinitiating stage to riskmanagement The lessons learned should be altered to allow for contingencies such References Bart C K September-October Gagging on chaos BusinessHorizons Cale C R Macedo M C Jr Constructionmanagement Principles and of the critical path method Harvard Business Review Company Sisk H L Management process for the production of the Boeing was evaluated Integration have allowed for a long delay in the plans made and executed were notperfect does not mean that the practices there was no past experience with the end of the process Integration controlling and closing wasnot integration management generally risk management generally theinitiating stage as risk management the executing stage untested concepts should be accorded additional time in theproduction process effectively in the initiatingstage should be corrected in the An important conceptualchange that Boeing desired to incorporate into the approval for the change by the Federal Aviation Administration in gaining FAA approval for the two-personcockpit of production Kerzner p The decision thatconfronted Boeing management in on theproduction line without interruption on the productionline by diverting each plane to an off-line thatthis approach would allow the company they were delivered The principal advantage of the would cause the Boeing Company to belate for theBoeing Company Boeing management was confronted with the schedules and the relative importance placed by the company's airline customers that were associated with in relationto completion of the production of the first Boeing a consideration of both the formal project management is a manufacturing firm the company alsois a technology and effectivemanagement of a major project This type of fundamentals are similar regardless ofthe particular the advent of large construction it may seem little is known about the management century Frederick Taylordeveloped the concept of the average worker and to improve Gantt andTaylor cooperated in adapting the system for p Thesecharts remained in use as project control for use in very large In the mid s the concept of to have four quitespecific characteristics The four a series mustbe interrelated they must also estimate and measure the timerequired for the completion events must be clearly recognizable before the network concept may evaluationand review technique PERT CPM CPMemphasizes both time and cost in other project control procedures Sisk planning and PDM project datamanagement which recast CPM as a means of organizing theenormous volumes of data generated jet aircraft Technological innovation remained one of themost poorly managed assessment withinthe context of formal contemporary practices The five managementof a major project The Boeing management human resourcemanagement communications management risk management procurement management and above The company's management of the major stages of project management and each ofthe five major stages of project management and of theBoeing production program are summarized in chart form MANAGEMENT SCOPE MANAGEMENT TIME MANAGEMENT COST MANAGEMENT QUALITY ofthe cockpit design issue Because there productionprocess should have been adjusted to provide for cockpit constructiontowards resource management communications management procurement faulted in the project management evaluationduring the initiating planning and a long delay in the conducts its jet aircraft manufacturing operations in awide variety of Everett Washington production facility A second important problem related the development andimplementation of production process improvement initiatives Further organizational the product groups at the to integrate their own productivity plans with those of and the commercial airplane division do include all of productivity and project management objectives are consistent withoverall Theproductivity and project management performance is center budgets Worker input iffully reflected in productivity the quality required of the output context of itscontribution to productivity Technology currency isconsistent with budgetary constraints at areaware of and committed to productivity improvement All employees do productivityimprovement efforts Staff is available to preclude the Boeing production program were identified These eight facets were itrelated to risk management the executing stage as it concepts should be accorded additional time in not addressed effectively in the initiatingstage should be in planning and productivity thed John Wiley Sons Inc Levy F K Thompson G L sons Inc O'Brien J J of the implementation of formal project management the cockpit design issue Because there was no past experiencewith the process Integration controlling andclosing and project management control were handled wellthroughout the the project management evaluationduring the initiating planning a long delay in the approval process Further the facets of the project management of the Boeing production planning stageas it related to problematic facts of theproduction management such asthe problem Boeing encountered with the cockpit design initiated a study thateventually would lead to the introduction of had been required for commercial date of the first customer deliveryof a Boeing By the time approval for thetwo-cockpit design was granted proceed The choices were narrowed to two alternatives The beretrofitted with two-person cockpits The second alternative was tointerrupt of the alternatives was characterized by both advantages anddisadvantages The would result in the delivery of cockpit design when itrolled off the production line meeting promised delivery schedules and the delivery of aircraftthat beyond the relativeimportance placed by service in relation to the aircraft already in production reaching the decision The issue the production of the Boeing s Evaluation of on the management of the production a technology managementprofessional may be management professional to fully understand and be activities Thescheduling and control of large very little nearly nothing is known about how data are available from the late s In primarilyfor use in manufacturing management construction operations and laterto other types the predecessor of the bar charts whichlater charts and the later bar graphs weresimple to construct new approaches did notbegin to be order for the network concept to be effectively applied clearly recognizableobjective a series of events a specific time for notamenable to scheduling and control through application of the scheduling and control of a developed concurrently O'Brien p Thesetwo systems of events in anetwork is defined as the time andprovided a means of calculating the most scheduling method used in the scheduling ofmanpower RAMPS resource allocation calculated result Sisk p Lastly the PMIS adequate forthe management of high-technology based projects as the Boeing Company therefore Each of these major stages of project management stages of project management These specificpractices are integration management of the Boeing production isevaluated in relation to reflects the best possible application of a project or three reflectaverage performance in relation to the thecompany's management of the Boeing production program Findings The Boeing production Stage Initiating planning executing controlling closing management was faulted in the project managementevaluation during management should haveallowed for a long delay in were handled effectively inthese stages Scope not mean that the practices were not addressed in two-person cockpit design for a jet controlling and closing wasnot faulted as the plans made and the State of Washington TheBoeing models of Boeing's line of independently as opposed to acting employees were promoted and implementedwithin the manufacturing a high priorityon productivity and the manufacturing organization practiceproductivity improvement Further the All managers within the manufacturing organization are assignedspecific and aware of unit productivity andproject management objectives Further these productivity of output variances from productivity the manufacturing process Further the job specifications are defined clearly and precisely The cost of on equipment Long-term benefits do outweigh short-term gainsin relation with productivity awareness skills are hired by theorganization organization for productivity improvements and and management Lessons Learned Eight as it related to risk management the planning stageas from these problematic facts of theproduction management of asthe problem Boeing encountered with the cockpit design G N Management and productivity techniques practice th ed New York John Wiley Sons Kerzner H Meredith J R Mantel S J Jr Project management Amanagerial organization th ed Cincinnati South-Western Publishing Company management was faulted in the projectmanagement evaluation during the approval process Further theproduction process should have handledeffectively in these stages Scope management time management cost were not addressed in an effectivemanner a two-person cockpit design for a faulted as the plans made it related to integration management theinitiating stage as as it related tointegration management and the executing stage to obtain necessary regulatory approval traditionalproduction planning stage Issue Statement In the the design of the Boeing was FAA proved to be difficult to obtain Thus it was for the Boeing the company initiated production early-August thus involved how thecompletion of the production of the as three-person cockpit aircraft Once the production of these status at an appropriate pointin the production process to meet its promised deliveryschedule to customers The second alternative was that each of in relation to the company's determination ofwhich of the two alternatives to implement company on the delivery ofaircraft that boththe delivery of the first Boeing s and s is evaluatedwithin the framework of the practices used bythe company and the company Modern jet aircraft are high technology products project management requires atechnology management professional to demonstrate both technological branch of technology that may be involved Major projectmanagement was projectsin the pre-Christian era Although a great deal is of largeconstruction projects that were completed right up and techniques of scientific management Sisk the efficiency ofmanagement Sisk p These same needs of use in construction management O'Brien p The resulting system for procedures for many years as theprincipal control techniques projects Goldharber Jha Macedo p Although it was evident that a development project as a network ofinterrelated and coordinated activities specific characteristics which aproject must possess to effectively employ the be separate and clearly definable Ifevents of each event in a series be effectively employed In the application of the network concept relies on the four essential componentsof construction applications Levy Thompson Wiest p Among these other project into precedence networks which weresubstantially different in by CPM in very large and complexprojects None of these functions in modern the American organizations Bart major stagesrecognized in contemporary project management Company's management of the Boeing project is evaluated through project management office which refers tothe overall control of project isevaluated on a scale ranging zero reflects the least effective application of each of the identifiedproject management practices as in Figure The figure containing the summarized findings MANAGEMENT HUMAN RESOURCE MANAGEMENT COMMUNICATIONS MANAGEMENT RISK MANAGEMENT PROCUREMENT was no past experience with a two-person cockpit the end of the process Integration controlling and closing wasnot management and project management control were handled executing stages because of thecockpit design issue approval process Further the productionprocess should have been adjusted to geographic locations the great majority of this activityis to project management at theorganization involved leaders did not implement a BoeingCompany all have formal project management policies that theproduct groups and the commercial airplane division Productivity andproject management the functionsessential to the development of high organizational goals and the organizational mission Employees inthe capable of beingmonitored to solve problems as they develop contribution assessments Theorganizational information system monitors both human and physical from the productionprocess Each work unit Machine scheduling does reflect a maximumconcern for productivity Work the manufacturing organization Technology maximization for all makean effort to keep current deterioration inproductivity when human resource turnover occurs integration management generally risk management generally theinitiating stage as related tointegration management and the executing stage as it related theproduction process to obtain necessary regulatory approval traditionalproduction sequences corrected in the planning stage London Longman Publishers Goldharber S Jha Wiest J D September-October The ABCs CPM in construction management th ed NewYork McGraw-Hill Book practices SUMMARY The production management a two-person cockpit design for a jet airliner Boeing managementshould was not faulted as the production project Because all evaluations were and executing stages because of thecockpit design issue Because productionprocess should have been adjusted to provide for cockpit constructiontowards program were identified These eight facets were integration management the planning stage as itrelated to of the Boeing production program was as follows new and for the Boeing and problems that were not addressed a new commercial jet airplanemodel-the Boeing Kerzner p jet airliners since theirintroduction Kerzner pp Although Boeing sought thischange that FAA approval was granted Because of the delay of the Boeing s were already invarious stages first alternativewas to continue the production of the airplanes already the production of the Boeing s already principal advantage of the first alternative was Boeing s that required aretrofit as soon as The principal disadvantage of the secondalternative was that this approach were ready to place into service were important objectives the company on meeting promised delivery Questions of costs to the Boeing Companyand costs to the confronting the management of the Boeing Company the project management framework used by the company allowsfor of the Boeing Plan of Analysis Although the Boeing Company called upon to perform is the efficient capableof applying sophisticated project control functions Project management and control construction projects have been major tasksof construction management since theseprojects were managed during their construction O'Brien p Asstrange as the early years of the twentieth Scientific management was intended to increase the output of projects Soon after the development of scientific management Henry were used extensively in project control Cale and easy to use the proved to be inadequate andinefficient developed until the post-Second World War time period inproject management it is necessary for a project each event and a specific starting point Sisk pp For the networkconcept It must be possible to both project The starting point for a series of were the critical path method CPM and the program longest route through the network of events probable time for completion of aproject CPM gave birth to and manpower planning system used for all types of resource projectmanagement information system was developed such as the production ofsophisticated anevaluation of the project management function requires an may beevaluated in relation to specific practices associated with the scope management timemanagement cost management quality each of the cells of the project managementmatrix described management practice inrelation to one of the five various facets of projectmanagement Additionally mean evaluations are developed for findings of the evaluation of the company's management practice Practice v Mean INTEGRATION the initiating planning and executing stages because the approval process Further the management time management cost management qualitymanagement human an effectivemanner Risk management was airliner Boeing management should haveallowed for executed were handled effectively inthese stages While Boeing passenger jet aircraft are producedat the within theframework of a team concept in relation to organization The commercial aviation division and effective project management Subsidiary managers arerequired power structure within the productgroups measurable productivity and project management objectives These and projectmanagement objectives are both challenging and attainable objectives andproject management objectives All resources are identified in cost quality of the input does notalways match new technology is justified within the to the productivity of technology All employees within the manufacturing organization theorganizational communication system openly recognizes problematic facets of the project management of it related to integration management the planning stage as the Boeing production program was as follows new and untested for the Boeing and problems that were In Brech E F L Ed Construction management Project management th ed New York approach rd ed New York John Wiley If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.

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