The Result of Boeing 777 Project Case Study
BOEING CASE STUDY
Studied by: Abdul Qureshi Durgesh Patel Kunal Sanghvi
Executive Summary:
Boeing has changed in every way in the past couple of decades and it is now one of the most successful aircraft companies in the world. The company leads the industry with technology and innovation. In the long run, success was rewarding yet very hard to achieve. The multibillion dollar company faced many challenges as it matured throughout past few decades. Boeing has clearly gone through many strategic management and manufacturing challenges. Boeing is known for its large project management with its 777 jetliner. The company used the new philosophy of “Working Together” and management strategies like idea sharing, DBT and allowing customers/stakeholders to take part in the design process in order to make the 777 project successful. Business in the aircraft industry requires a lot of patience. The process of launching, manufacturing, delivering and reaching break-even point in the aircraft industry is very long as it takes years. During this time, the company can go wrong in every direction but the right decisions and the right actions will lead to success in the long run. The 777 project was a huge gamble but the company was rewarded heavily for it with remarkable sales which made it the leader in aircraft industry.
Table of Contents
Introduction & Background Boeing’s Philosophy Boeing’s Management DBT Additional Research - Now – 2010 The Result of 777 Project Bibliography RAM
BOEING Frank Shrontz, Boeing CEO, wanted to make the Boeing 767 a better jetliner in order to compete with Airbus. Airbus was ahead of the competition with its two-engine A330 and four-engine A340. These jetliners were 300-passenger planes and Boeing did not have similar jetliners to compete. In fact, Boeing did not have any plans to make these kinds of jetliners. Boeing also knew that upgrading the double-decker 767 was a bad idea because it would still not be able to compete with Airbus’s
Studied by: Abdul Qureshi Durgesh Patel Kunal Sanghvi
Executive Summary:
Boeing has changed in every way in the past couple of decades and it is now one of the most successful aircraft companies in the world. The company leads the industry with technology and innovation. In the long run, success was rewarding yet very hard to achieve. The multibillion dollar company faced many challenges as it matured throughout past few decades. Boeing has clearly gone through many strategic management and manufacturing challenges. Boeing is known for its large project management with its 777 jetliner. The company used the new philosophy of “Working Together” and management strategies like idea sharing, DBT and allowing customers/stakeholders to take part in the design process in order to make the 777 project successful. Business in the aircraft industry requires a lot of patience. The process of launching, manufacturing, delivering and reaching break-even point in the aircraft industry is very long as it takes years. During this time, the company can go wrong in every direction but the right decisions and the right actions will lead to success in the long run. The 777 project was a huge gamble but the company was rewarded heavily for it with remarkable sales which made it the leader in aircraft industry.
Table of Contents
Introduction & Background Boeing’s Philosophy Boeing’s Management DBT Additional Research - Now – 2010 The Result of 777 Project Bibliography RAM
BOEING Frank Shrontz, Boeing CEO, wanted to make the Boeing 767 a better jetliner in order to compete with Airbus. Airbus was ahead of the competition with its two-engine A330 and four-engine A340. These jetliners were 300-passenger planes and Boeing did not have similar jetliners to compete. In fact, Boeing did not have any plans to make these kinds of jetliners. Boeing also knew that upgrading the double-decker 767 was a bad idea because it would still not be able to compete with Airbus’s