The boeing 767 from concept to production case study
Boeing worked closely with all of its subcontractors, from initial planning to final delivery.
Building the boeing 787 case study
New plane prices were based on the average cost of to planes. Line flow process was used in the final assembly stages with seven work stations. Airplane systems such as flaps, landing gear etc could be tested during the final assembly process. Implementation plan was developed only after the approval of the changes. It soon narrowed the choice to two alternatives: 1 building the thirty airplanes as they had originally been designed, with three-person cockpits, and then converting them to twoperson cockpits after they had left the production floor before delivery to customer , and 2 modifying the production plans for the thirty airplanes so that conversion would take place during production and no parts would installed only to be removed later. Pricing practices contributed risks of their own. It also dealt with the technology to be used and other features which would lead to the overall improvement for the company. Learning curves were also applied to change management. Now, being granted the permission, the issue was that already 30 of the aircrafts were into various stages of production. A Special task force, which reported directly to Thorton, suggested two alternatives to deal with the issue: 1. Similar process was used to design the master phasing plan, which established the schedule and important milestones of the program. Modifying the production plans to incorporate changes in the current system to avoid installation of parts later on. It likely to bring great prestige, power, and influence to the company and managers that created it.
The modification activity would be planned as a tightly controlled separate activity apart from normal production flow. Interior settings were negotiated by the customers while technical changes were proposed by the engineers. Cost Definition: After the program definition, the flight was named and the cost definition phase began.
This shift indicated an increase in the commitment level. Problems occurring during the final assemble can be sorted, which will isolate the problems while modification during the later stage. Similar process was used to design the master phasing plan, which established the schedule and important milestones of the program.
Boeing originally relied on extensive vertical integration. Boeing had to make decision quickly what was the best way to proceed. The primary advantage of this approach was that flaps, ailerons, landing gear, hydraulics, and other airplane system would be functionally tested during the final assembly process.
Engineers concluded after an elaborated study that thirty of the planes could be modified along with the subsequent planed to be produced henceforth. Problem would be identified and corrected on the spot.
With its expertise in global marketing, technological leadership, production skills and use of project management tools helped it become the low cost producer of the industry.
Boeing bets the company case study answers
What are the options that he has? Instead, it carefully selected partners, some of whom participated on a risk-sharing basis, who were the subcontracted portions of each plane and developed and built parts and subassemblies that Boeing later assembled. Line flow process was used in the final assembly stages with seven work stations. This process, called project Homework, took three years and produced a long list of lessons learned, as well as a reasonable idea of the costs of developing the next generation airplane. Problem would be identified and corrected on the spot. Boeing originally relied on extensive vertical integration. Cost estimation was done using the parametric estimate technique. The company had lobbied for Federal Aviation Administration FAA for permission to build wide body aircraft with two-person cockpits rather than 3. This shift indicated an increase in the commitment level. One result of this approach was break-even points that were reached far earlier than they would have been without shared design. The risk of this approach was the potential loss of configuration. It also dealt with the technology to be used and other features which would lead to the overall improvement for the company. Rework had to be done replacement of firmly installed systems of three cockpit system and again setting up of the two cockpit systems. Disadvantages: 1. Now, being granted the permission, the issue was that already 30 of the aircrafts were into various stages of production.
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