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4. How are managerial practices being used at Boeing consistent with both a contingency and quality management viewpoint? Explain your rationale.
Contingency viewpoint- emphasizes that a manager’s approach should vary according to-that is contingent on-the individual and the environmental situation (pg.55)
Quality-management viewpoint- which includes Quality Control, Quality Assurance, and Total Quality
Management (pg58)
Quality Control- is the strategy for minimizing errors by managing each stage of production.
In this article Boeing faces production challenges and meeting its deadlines for airplane orders. They planned on boosting their production 60 percent in the next three years. After being awarded big contracts, they had a backlog of 3,500 planes. Quality issues were on the rise as the suppliers tried to meet the new demands. Boeing has over 1,200 suppliers1.
They were consistent with the contingency viewpoint when dealing with the suppliers. These airplanes have millions of parts, and they come from all over the world. Each one of Boeings suppliers are different and subject to different evaluations and stress-tests. They changed their approach with suppliers incorporating exhaustive reviews of finances and tools1. Some evaluations can take several days. Their comprehensive reviews were critical to their plan to boost production. A result of this plan is they boosted their supplier examiners to about 200 engineers and supply chain specialist1. With these new personnel they now they have more frequent inspections and quarterly assessments.
This shows they were also consistent with the quality viewpoint getting more involved in quality control and quality management. Boeing employees are now visiting their suppliers’ factories daily, instead of weekly as they had done in the past. By being active in what its suppliers are doing they are helping them to improve the quality of the parts they make. This also speeds up their production processes helping them
Contingency viewpoint- emphasizes that a manager’s approach should vary according to-that is contingent on-the individual and the environmental situation (pg.55)
Quality-management viewpoint- which includes Quality Control, Quality Assurance, and Total Quality
Management (pg58)
Quality Control- is the strategy for minimizing errors by managing each stage of production.
In this article Boeing faces production challenges and meeting its deadlines for airplane orders. They planned on boosting their production 60 percent in the next three years. After being awarded big contracts, they had a backlog of 3,500 planes. Quality issues were on the rise as the suppliers tried to meet the new demands. Boeing has over 1,200 suppliers1.
They were consistent with the contingency viewpoint when dealing with the suppliers. These airplanes have millions of parts, and they come from all over the world. Each one of Boeings suppliers are different and subject to different evaluations and stress-tests. They changed their approach with suppliers incorporating exhaustive reviews of finances and tools1. Some evaluations can take several days. Their comprehensive reviews were critical to their plan to boost production. A result of this plan is they boosted their supplier examiners to about 200 engineers and supply chain specialist1. With these new personnel they now they have more frequent inspections and quarterly assessments.
This shows they were also consistent with the quality viewpoint getting more involved in quality control and quality management. Boeing employees are now visiting their suppliers’ factories daily, instead of weekly as they had done in the past. By being active in what its suppliers are doing they are helping them to improve the quality of the parts they make. This also speeds up their production processes helping them