20. Year
Number of
Workers in
Seattle
Number of
Management in
Seattle
Number of
workers in
Training in
Seattle
Number of workers
in Charleston
Number of
Management in
Charleston
Number of
Workers in Training
at Charleston
jan-14 1000,00 200,00 0,00 0,00 0,00 0,00
jan-15 1000,00 200,00 250,00 0,00 0,00 0,00
jan-16 1250,00 200,00 250,00 0,00 0,00 425,00
jan-17 1500,00 150,00 0,00 425,00 50,00 425,00
jan-18 1500,00 140,00 0,00 850,00 60,00 0,00
jan-19 1500,00 130,00 0,00 850,00 70,00 0,00
jan-20 1500,00 140,00 0,00 850,00 60,00 0,00
jan-21 1500,00 140,00 0,00 850,00 60,00 0,00
jan-22 1500,00 140,00 0,00 850,00 60,00 0,00
jan-23 1500,00 140,00 0,00 850,00 60,00 0,00
jan-24 1500,00 140,00 0,00 850,00 60,00 0,00
jan-25 1500,00 140,00 0,00 850,00 60,00 0,00
jan-26 1500,00 140,00 0,00 850,00 60,00 0,00
jan-27 1500,00 140,00 0,00 850,00 60,00 0,00
21. Aircrafts Produced In Seattle $7 680 000 000,00
Aircrafts Produced In Charleston $0,00
Revenues $7 680 000 000,00
Depreciation $100 000 000,00
Production Work Pay $50 000 000,00
Management Pay $20 000 000,00
Fringe Benefits $48 000 000,00
Supplier Parts $18 750 000,00
Inventory $75 000 000,00
Carrying Cost $5 000 000,00
Overhead $36 000 000,00
Cost of Training $11 250 000,00
Cost of I.T. Software $350 000 000,00
Penalty $7 411 200 000,00
Total Cost $8 125 200 000,00
Operating Income -$445 200 000,00
22. Aircrafts Produced In Seattle $9 600 000 000,00
Aircrafts Produced In Charleston $0,00
Revenues $9 600 000 000,00
Depreciation $100 000 000,00
Production Work Pay $62 500 000,00
Management Pay $20 000 000,00
Fringe Benefits $58 000 000,00
Supplier Parts $23 437 500,00
Inventory $93 750 000,00
Carrying Cost $5 000 000,00
Overhead $43 500 000,00
Cost of Training $17 625 000,00
Cost of I.T. Software $0,00
Penalty $7 718 400 000,00
Total Cost $8 142 212 500,00
Operating Income $1 457 787 500,00
23. Aircrafts Produced In Seattle $11 680 000 000,00
Aircrafts Produced In Charleston $1 960 000 000,00
Revenues $13 640 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 800 000,00
Fringe Benefits $80 250 000,00
Supplier Parts $33 300 781,25
Inventory $133 203 125,00
Carrying Cost $7 000 000,00
Overhead $59 000 000,00
Cost of Training $3 675 000,00
Cost of I.T. Software $75 000 000,00
Penalty $7 948 800 000,00
Total Cost $8 534 028 906,25
Operating Income $5 105 971 093,75
24. Aircrafts Produced In Seattle $11 840 000 000,00
Aircrafts Produced In Charleston $5 720 000 000,00
Revenues $17 560 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 560 000,00
Fringe Benefits $93 200 000,00
Supplier Parts $42 871 093,75
Inventory $171 484 375,00
Carrying Cost $7 000 000,00
Overhead $67 400 000,00
Cost of Training $0,00
Cost of I.T. Software $75 000 000,00
Penalty $7 968 000 000,00
Total Cost $8 618 515 468,75
Operating Income $8 941 484 531,25
25. Aircrafts Produced In Seattle $12 000 000 000,00
Aircrafts Produced In Charleston $7 680 000 000,00
Revenues $19 680 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $48 046 875,00
Inventory $192 187 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of Training $0,00
Cost of I.T. Software $75 000 000,00
Penalty $7 785 600 000,00
Total Cost $8 461 254 375,00
Operating Income $11 218 745 625,00
26. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fring Benefits $92 800 000,00
Supplier Parts $48 828 125,00
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of Training $0,00
Cost of I.T. Software $75 000 000,00
Penalty $7 526 400 000,00
Total Cost $8 205 960 625,00
Operating Income $11 794 039 375,00
27. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $65 104 166,67
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of I.T. Software $75 000 000,00
Penalty $7 296 000 000,00
Total Cost $7 991 836 666,67
Operating Income $12 704 000 000,00
28. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $83 705 357,14
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of I.T. Software $75 000 000,00
Penalty $7 104 000 000,00
Total Cost $7 818 437 857,14
Operating Income $12 896 000 000,00
29. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $105 168 269,23
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of I.T. Software $75 000 000,00
Penalty $6 768 000 000,00
Total Cost $7 503 900 769,23
Operating Income $13 232 000 000,00
30. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $100 000 000,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $130 208 333,33
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of I.T. Software $75 000 000,00
Penalty $6 480 000 000,00
Total Cost $7 240 940 833,33
Operating Income $13 520 000 000,00
31. Aircrafts Produced In Seattle $12 160 000 000,00
Aircrafts Produced In Charleston $7 840 000 000,00
Revenues $20 000 000 000,00
Depreciation $0,00
Production Work Pay $75 000 000,00
Management Pay $18 320 000,00
Fringe Benefits $92 800 000,00
Supplier Parts $130 208 333,33
Inventory $195 312 500,00
Carrying Cost $7 000 000,00
Overhead $67 300 000,00
Cost of I.T. Software $75 000 000,00
Penalty $6 259 200 000,00
Total Cost $6 920 140 833,33
Operating Income $13 740 800 000,00
Editor's Notes
Add names
*suppliers
*lean manufacturing
*software
*___
Real challange to find suppliers that can keep up with our production goals - this takes time and money but in the long run will save time and money
Explain what Sub tier suppliers means
Possibly add ranges of lead times?? Eg. 9-15 mths, 12-15 mths
Supplier Criteria/grading criteria? ---- this allows us to not only help pick new suppliers, but also keep our existing suppliers in check. If they are two months late delivering a product, then their “on time” rating would be docked points, and hurt them in the long run,
Instead of supplier A, B,C should we do Supplier by location?
*What are we doing here?
Perhaps work can be divided with supplier of potential customers (marketing politics)
Start with what this will improve
The supplier is at capacity and it makes their lead times longer and not having the products we need - packet
Not what we could do, what we will do.
INtoduce what it is very clearly.
Explain to someone who hasnt heard of it
Complementary product i.e. floor panel to brackets--- drawing changes needed by engineers
What is a sub aseembly?
“Both of these strategies can be implemented across many supplier bases”
“Another strategy WE would like to implement”
*So now that we have met our supplier needs in order to open new channels to materials. Now is impotant to be sure we have the workforce in place to be able to adjust to these rising production”
“
(empower our employees to strive for a culture of continuous improvmenet)”
Plan, do, act, check, which means…..
Start with define…..develop….check...act….
“Kaizen is all about solving issues, so heres how we can make sure that we are addressing the right issue”
Eg. when we identify a failure……...
comparing
Develop…..
Check….using criteria on checklist
Act….comparing new performance to old one
since we are solving these small issues for continuous improvement, we need to make sure that we identify what the root cause of these issues are so that they are not repeated….
Correctly, correctly, incorrectly, incorrectly. LOL (change) . Slow down
-By doing this you save time by getting straight to the problem and not linger on the intermediate problems
5 why’s = eliminate the root cause
Rather then just fixing the orignal problem we can dig deep to why it actually occurred
Example from the classroom
Which means
Why is the part not on time?
Why wasn't it produced correctly?
Why was the maschine operated incorrectly?
Why did the employee not know how to work the machine?
Why were they not trained correctly?
Maybe for example you can talk about how a worker who is not properly trained can waste time and cost instead of example of tardy worker
How you will you implement.
Fixing small issues immediately so they dont become large problems.
Implementation?
Explain what the concept is and how it applies
Long-term investment->future collaborations are made easier as system is already in place between Boeing and trusted suppliers
Contingent upon the cloud service meeting the The American Institute of Aeronautics and Astronautics (AIAA) standards that were laid out in “Aviation 2013” in Los Angeles this week where their AAIA Framework for Aviation Cybersecurity was presented. SPELLING ERROR FOR SUPPLIER 2014
NPV analysis prooves that we should invest in a technology.
Attack LEAD times - Works on two levels (1) Increased Communication and transparency by De-siloing quality and production management and encouraging a culture of trust. (2) Cut costs with shipping and finding the best possible methods of production. An example would be Reduced machine tooling costs by saving prior configurations and improving integration.
Company-wide collaboration - Cloud based softwares share information automatically with all users of the system. Mobile device collaboration.
Algorithms - Much like the UPS system Orion, which takes its best shot at the traveling salesman equation to find the fastest way to get from point A to point B, taking shipping costs down across the board and reducing risk. They have reduced each trip a driver takes by seven miles over a week.
Mobile Device management
Too long
Need to add the timeline of revenue/cost
Cost of new suppliers
