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Boeing shaking things up

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Boeing shaking things up

  1. 1. BOEING-SHAKING THINGS UP
  2. 2. THE BOEING COMPANY-737 PROGRAMS “It started out as an idea about a facilities change. It quickly turned into an opportunity for all of our people to work together to continuously improve and trust one another to get the work done.” Carolyn Corvi, Vice President - General Manager, Airplane Production, Boeing.
  3. 3. BUSINESS CASE-ORGANIZATIONAL CHANGE STRATEGIC PEOPLE PROCESS • RETAIN MARKET POSITION • ADAPT TO EVOLVING MARKET • ORGANIZATIONAL CULTURE CHANGE • CONNECT PEOPLE AND AIRCRAFT • LEAN MANUFACTURING • REVOLUTIONIZE MANUFACTURING PROCESS
  4. 4. AIRBUS Vs BOEING
  5. 5. FORECAST INDUSTRY GROWTH
  6. 6. OPPORTUNITY FOR CHANGE • A major earthquake hits Renton, flattening the structure • Carolyn Corvi, the V.P. views this as an opportunity for change • Break the existing process of designers and builders working apart • Moves to a vacant space on Lake Washington- ”Move to the lake” • Engages a team of experts to redesign the workplace
  7. 7. LEWIN’S 3 STEP CHANGE MODEL UNFREEZE ASK,OBSERVE,EXPERIENCE CHANGE “MOVE TO THE LAKE” REFREEZE “LIVING AT THE LAKE”
  8. 8. ASK, OBSERVE, EXPERIENCE Question existing practices Observe and figure out what doesn’t work and what will work Feel the change
  9. 9. MOVE TO THE LAKECONNECT PEOPLE AND AIRCRAFT 2500 employees move into the new facility – “move to the lake” The idea – to visually „connect‟ engineers and the aircrafts they build Employees track progress as they move down the line with the airplane Visual connection between people and planes is stunning and persistent - and the impact is dramatic “You’re working right next to the airplane you helped design”
  10. 10. CULTURAL CHANGE Break the existing system of supervisors and engineers working apart Engage the team in joint knowledge-sharing practices The line between office and plant-blue collar and white collar is blurring This wide boardwalk is a frequent meeting point for discussions among executives, mechanics, engineers, and others.
  11. 11. PARTS-TO-WHOLE Identify and bring together individual parts Assemble the parts together Test the part and move it out of assembly
  12. 12. LEAN MANUFACTURING AT BOEING
  13. 13. BUSINESS PROCESS RE-ENGINEERING
  14. 14. OUTCOMES  Productivity – 50% up and space utilization – increased by 40%  Problem solving time reduced by half  Engineers learn to anticipate problems  Connectedness between people and aircraft  Increased sense of pride
  15. 15. LIVING AT THE LAKE  Emphasis on continuously improving quality and communication at the workplace  Remain flexible and open to new ideas  Engage people in the most effective way  Most importantly, sustain the „velocity‟ “It’s the process” Corvi says, “of establishing the norms and behaviors to make sure the gains don’t slip.”
  16. 16. KEY FINDINGS Organizations benefit by:  Bringing people closer to the products they make  Planned medium and long-term measures - responsiveness to shop floor issues, employee satisfaction, and individual and team productivity  Changing at the right time – to improve communication, process, quality and productivity THANK YOU

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