Boeing shaking things up
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Transcript of Boeing shaking things up
BOEING-SHAKING THINGS UP
THE BOEING COMPANY-737 PROGRAMS
“It started out as an idea about a facilities change.It quickly turned into an opportunity for all of ourpeople to work together to continuously improveand trust one another to get the work done.”
Carolyn Corvi, Vice President - General Manager,Airplane Production, Boeing.
BUSINESS CASE-ORGANIZATIONAL CHANGE
STRATEGIC
•RETAIN MARKET POSITION•ADAPT TO EVOLVING MARKETPEO
PLE
•ORGANIZATIONAL CULTURE CHANGE•CONNECT PEOPLE AND AIRCRAFT
PROCESS
•LEAN MANUFACTURING•REVOLUTIONIZE MANUFACTURING PROCESS
CHANGE
AIRBUS Vs BOEING
FORECAST INDUSTRY GROWTH
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
LEWIN’S 3 STEP CHANGE MODEL
UNFREEZE
CHANGE
REFREEZE
ASK,OBSERVE,EXPERIENCE
“MOVE TO THE LAKE”
“LIVING AT THE LAKE”
ASK, OBSERVE, EXPERIENCE
Question existing practices
Observe and figure out what doesn’t work and
what will workFeel the change
MOVE TO THE LAKE-CONNECT 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”
CULTURAL CHANGE
This wide boardwalk isa frequent meeting pointfor discussions amongexecutives, mechanics,engineers, and others.
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
PARTS-TO-WHOLEIdentify and bring together individual parts
Test the part and move it out of assembly
LEAN MANUFACTURING AT BOEING
BUSINESS PROCESS RE-ENGINEERING
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
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.”
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