BOEING CASE
1. Why did Boeing adopt the radical change approach for designing and developing the 787 Dreamliner? What were the risks? In your opinion, was it a good move? Defend your choice.
Boeing adopted the radical change approach for designing and developing the 787 Dreamliner because they were in competition with Airbus and needed a new approach in which they could use innovation to stand out upon their competitiors. Boeing was looking to reduce manufacturing costs and development times. Boeing took an aggressive approach to apply their techniques. There was not enough time to fully establish the project or to even communicate with vendors. The project was delayed mainly because of their global supply chain network. Boeing did not have the necessary technology to fulfill the needs of the 787 Dreamliner which unfortunately caused it to have many delays and problems. In my opinion, this was not a very good decision. It was a financial burden to the company and caused unnecessary stress on the company as a whole. They were left with no choice but to make up for the losses to airlines that purchased the 787 Dreamliner.
2. Using the Silo Perspective versus Business Process Perspective, analyze the Dreamliner program.
When analyzing the Dreamliner program using the silo perspective, we can see that the program had difficulty communicating between Boeing and its vendors. However, the silo perspective was good for individual departments within the company. It increased efficiency within these departments, but created processes of supply chains to become incompatible. The plan at Boeing was to use various suppliers in which would each have expertise over the different parts of the plane to quicken the process, when it reality it delayed it extremely. When looking at the business persceptive, Boeing needed IS to monitor the connection with their vendors, resolving problems in a shorter time frame.
3. What are your conclusions about the design of the integrated
Boeing adopted the radical change approach for designing and developing the 787 Dreamliner because they were in competition with Airbus and needed a new approach in which they could use innovation to stand out upon their competitiors. Boeing was looking to reduce manufacturing costs and development times. Boeing took an aggressive approach to apply their techniques. There was not enough time to fully establish the project or to even communicate with vendors. The project was delayed mainly because of their global supply chain network. Boeing did not have the necessary technology to fulfill the needs of the 787 Dreamliner which unfortunately caused it to have many delays and problems. In my opinion, this was not a very good decision. It was a financial burden to the company and caused unnecessary stress on the company as a whole. They were left with no choice but to make up for the losses to airlines that purchased the 787 Dreamliner.
2. Using the Silo Perspective versus Business Process Perspective, analyze the Dreamliner program.
When analyzing the Dreamliner program using the silo perspective, we can see that the program had difficulty communicating between Boeing and its vendors. However, the silo perspective was good for individual departments within the company. It increased efficiency within these departments, but created processes of supply chains to become incompatible. The plan at Boeing was to use various suppliers in which would each have expertise over the different parts of the plane to quicken the process, when it reality it delayed it extremely. When looking at the business persceptive, Boeing needed IS to monitor the connection with their vendors, resolving problems in a shorter time frame.
3. What are your conclusions about the design of the integrated