Case Study Boeing
Evidence-based management is translating principles based on the best evidence into organizational practice, bringing rationality to the decision making process. It is the belief that we should face hard facts about what works and what doesn’t. In other Norms, it is finding the hard facts that work and incorporating into a decision making process. Boeing is using evidence-based management by believing that by producing more and becoming proactive, it will see increase in production.
Management science is the idea of using mathematics to solve and make decisions. This technique IS a rational science and it uses models to help improve decision making and strategic planning. Operations management is the way of making business efficient and effective by managing the production and delivery of a organization’s products. 30th methods are incorporated to Boeing by having more employees in the belief it Mould produce more product.
3. Figure 2. 3 is a illustration of the four parts of a system: inputs, transformation processes, outputs and feedback in that order.
Boeing s inputting more resources into manufacturing the planes. This process is to more commercial planes being built. This change is significant because it may result in production inconsistencies where specific manufacture companies cannot keep up the output that they are inputting such as parts of the planes.
As a result, in the late sass, Boeing had to shut down the assembly lines when production was going too fast. 4. Contingency viewpoint is the manager’s approach that they should vary according to, or be contingent on the individual and the environmental situation.
Quality management is to make sure the service meets the customer’s needs and to improve the performance of the production. Boeing realizes that due to the vast number of parts in a commercial plane, it is common for the manufacturer to face problems while producing.
Other manufacturers may create the product much faster than others. By taking more control over the production, Boeing manage more effectively. Boeing conducts more assessments to their manufacturers such as Valuable, which one employee visits the factory daily. 5.
A learning organization is en that actively creates, acquires and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge. Boeing learned from its mistakes as response to what happened with its 787 and 737 Jets.
It faced difficulty in the late sass, several assembly lines had to shut down due to expanding production too quickly. It also faced difficulty in 2008 because of inadequate training from new employees. In recent years, it learned from its mistakes and is now performing better, as the 737 plant having the lowest number of plant shortages in the past five years.