Executive Summary of Dreamliner Project

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  • Topic: Competition between Airbus and Boeing, Boeing Commercial Airplanes, Boeing 787
  • Pages : 10 (3541 words )
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  • Published : October 24, 2012
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Executive Summary of Dreamliner Project
This is only for a no-grade continuation education course
Please create a 25 slide Microsoft�® PowerPoint�® presentation and keep this at the executive-summary level of detail. This is a compilation of the following I have already compiled from research... When Boeing first planned its 7E7 Dreamliner fuel costs already had become problematic for several airlines. That was before increasingly sharp spikes in fuel costs however. Today, the Dreamliner looks more appealing to customers than in its earlier stages. With an innovative design visually appealing to passengers, the Dreamliner enables Boeing customers to pleasantly surprise their passengers. The Dreamliner plans to be so visually appealing that at least some passengers will choose an air carrier-based solely on its use of Dreamliners. The Dreamliner will have other features that make the aircraft attractive to customers as well, not the least of which is that it will be much quieter than most older aircraft. Noise may not be an issue in every market; however all airlines battle noise restrictions and abatement procedures. The Dreamliner promises to be of benefit in this regard. Project Description

The goal of the project is to design product and process for manufacturing the Boeing 7E7 Dreamliner. The project will involve incremental monitoring of the 787 Dreamliner, so that approaching problems with the innovative aircraft will be apparent before the project progresses too far. Clearly, the Dreamliner project is a huge undertaking in which there are myriad opportunities to digress from the stated schedule devised at the outset. As an example, there are more than 100 companies involved with the Dreamliner production and development in Australia alone (Hopkins, 2005), and the Dreamliner will not even be assembled there. The assembly plant is expected to cost $1 billion and to require the labor of 800 to 1,200 employees at an average salary of $65,000 each (Cronan, 2003). Problem Statement

The void that the Dreamliner intends to fill holds at least two facets, one within Boeing and the other within the commercial air passenger industry. As indicated before, nearly all Boeing's customers have had difficulty in the past, and two more, Delta and Northwest, recently joined the list of large, established airlines operating under Chapter 11. Fuel costs constitute the single greatest concern for these airlines at present, though fuel costs alone do not account for the costs of less than astute management over the past decade or so. These and other problems within the airline industry have led to difficulties at Boeing as well, in that airline customers have not purchased as many new aircraft in recent years as in the past. Boeing seeks to rectify this situation with the Dreamliner. As Boeing project manager of the 787 Dreamliner, it will be important to correctly identify the scope of the project and adhere to the defined view. Otherwise, the project easily could become susceptible to "creep" and expand in unplanned ways (Gray and Larson, 2005). As Boeing project manager of the 787 Dreamliner, it will be critical to be particularly watchful for signs of "creep" because so many other companies are involved in the 787 Dreamliner project. Of course Boeing has final say and control of the project; however it can expect many of the companies involved to voice ideas and opinions, some of which can be quite valuable. Hopkins (2005) reports that literally hundreds of Australian companies are involved with the Dreamliner; another author reports that Vought and Alenia North America have finalized arrangements forming a joint venture for the specific purpose of joining and integrating fuselage sections manufactured in a variety of European locations (7E7 production arrangements, 2004). Mission Justification

"Boeing's Vision 2016 mission statement spells out three business strategies" (Arkell, 2005). These three strategies are: • "Run...
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