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Fundamentals of Management 10th Edition by Stephen Robbins,Mary Coulter ,David De Cenzo
Edition 10ISBN: 978-0134238289Fundamentals of Management 10th Edition by Stephen Robbins,Mary Coulter ,David De Cenzo
Edition 10ISBN: 978-0134238289 Exercise 19
The Boeing 787 Developed and built by a global network of suppliers
The 787 Dreamliner was born out of desperation. 61 The year was 2003 and Boeing had just lost its title as the world?s largest plane manufacturer to European rival Airbus. Boeing?s then CEO had just resigned in a defense-contract scandal. And the company?s stock price had plunged to its lowest price in a decade. Remember this was two years after the 9/11 terrorist attacks and financially troubled airlines were reluctant to invest in new equipment. Boeing needed something revolutionary to win back customers.
That something was a technologically advanced aircraft that would be developed and built by a global network of suppliers. Major parts for the airplane would be pre-assembled all over the world and then shipped to Everett, Washington, where they would be ?snapped together? in three days, compared with a month the traditional way. And it was Boeing?s first aircraft built with lightweight composite materials (graphite, titanium, carbon fiber) rather than traditional metals making the 787 a lighter and more efficient aircraft than previous models. Why was this so revolutionary? The 787 could fly farther, burn less fuel, and offer more passenger comforts than what was currently available. The 787 had built-in sensors designed to help counter the effects of turbulence making for a smoother flight. And it was designed to have more humid air, quieter engines, improved lighting, and the largest windows in the industry. Of course, airlines were eager to save money and entice customers and ordered a record number of the planes. Despite its innovative features (or, as some critics said, maybe because of), the 787 faced many production setbacks and delays (the plane was originally scheduled to be delivered in May 2008). These delays were due to several issues including design and manufacturing challenges-coordinating that many global suppliers, using new materials in the plane, and assembling the sophisticated components. However, three years after its first expected delivery date, Boeing handed over the first 787 on a rainy and blustery day in Everett, Washington, to Japan?s All Nippon Airways Co. on September 26, 2011. The chief executive of Boeing?s commercial airplanes division said ?Today... will always be remembered as the dawn of a new day in commercial aviation.?
In the 787?s first year of service, at least four aircraft suffered some type of electrical problem. Although such problems are not unusual, especially in the first year of a newly designed aircraft, a number of incidents including an electrical fire aboard an All Nippon Dreamliner plane and a similar fire aboard a landed 787 at Boston?s Logan International Airport led the Federal Aviation Administration (FAA) to order a review of the design and manufacture of the Dreamliner. There obviously was enough concern over what the FAA found because it proceeded to ground the entire Boeing 787 fleet. Aviation safety investigators focused their attention on the 787?s lithium-ion batteries, manufactured by a Japanese company GS Yuasa of Kyoto. Boeing?s team immediately set to work to solve the issue because a grounded fleet is a BIG problem! In mid-March 2013, Boeing announced that it hadcome up with solutions for the Dreamliner problems. The 787?s chief engineer said, ?We may never get to a single root cause.? But the engineers had looked at some 80 potential problems that could lead to a battery fire, categorized them into four groups and come up with solutions for each group. A major part of the ?fix? was a battery enclosure made of stainless steel, not designed to contain a fire, but to prevent the battery from ever having a fire to begin with by quickly starving any flame of oxygen. With the fix in place and approved by the FAA, a team of Dreamliner technicians fanned out around the globe modifying the 787?s batteries. By the end of April 2013, the Dreamliner fleet went back into service.
What role does innovation play in managing an organization's operations?
The 787 Dreamliner was born out of desperation. 61 The year was 2003 and Boeing had just lost its title as the world?s largest plane manufacturer to European rival Airbus. Boeing?s then CEO had just resigned in a defense-contract scandal. And the company?s stock price had plunged to its lowest price in a decade. Remember this was two years after the 9/11 terrorist attacks and financially troubled airlines were reluctant to invest in new equipment. Boeing needed something revolutionary to win back customers.
That something was a technologically advanced aircraft that would be developed and built by a global network of suppliers. Major parts for the airplane would be pre-assembled all over the world and then shipped to Everett, Washington, where they would be ?snapped together? in three days, compared with a month the traditional way. And it was Boeing?s first aircraft built with lightweight composite materials (graphite, titanium, carbon fiber) rather than traditional metals making the 787 a lighter and more efficient aircraft than previous models. Why was this so revolutionary? The 787 could fly farther, burn less fuel, and offer more passenger comforts than what was currently available. The 787 had built-in sensors designed to help counter the effects of turbulence making for a smoother flight. And it was designed to have more humid air, quieter engines, improved lighting, and the largest windows in the industry. Of course, airlines were eager to save money and entice customers and ordered a record number of the planes. Despite its innovative features (or, as some critics said, maybe because of), the 787 faced many production setbacks and delays (the plane was originally scheduled to be delivered in May 2008). These delays were due to several issues including design and manufacturing challenges-coordinating that many global suppliers, using new materials in the plane, and assembling the sophisticated components. However, three years after its first expected delivery date, Boeing handed over the first 787 on a rainy and blustery day in Everett, Washington, to Japan?s All Nippon Airways Co. on September 26, 2011. The chief executive of Boeing?s commercial airplanes division said ?Today... will always be remembered as the dawn of a new day in commercial aviation.?
In the 787?s first year of service, at least four aircraft suffered some type of electrical problem. Although such problems are not unusual, especially in the first year of a newly designed aircraft, a number of incidents including an electrical fire aboard an All Nippon Dreamliner plane and a similar fire aboard a landed 787 at Boston?s Logan International Airport led the Federal Aviation Administration (FAA) to order a review of the design and manufacture of the Dreamliner. There obviously was enough concern over what the FAA found because it proceeded to ground the entire Boeing 787 fleet. Aviation safety investigators focused their attention on the 787?s lithium-ion batteries, manufactured by a Japanese company GS Yuasa of Kyoto. Boeing?s team immediately set to work to solve the issue because a grounded fleet is a BIG problem! In mid-March 2013, Boeing announced that it hadcome up with solutions for the Dreamliner problems. The 787?s chief engineer said, ?We may never get to a single root cause.? But the engineers had looked at some 80 potential problems that could lead to a battery fire, categorized them into four groups and come up with solutions for each group. A major part of the ?fix? was a battery enclosure made of stainless steel, not designed to contain a fire, but to prevent the battery from ever having a fire to begin with by quickly starving any flame of oxygen. With the fix in place and approved by the FAA, a team of Dreamliner technicians fanned out around the globe modifying the 787?s batteries. By the end of April 2013, the Dreamliner fleet went back into service.
What role does innovation play in managing an organization's operations?
Explanation
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Innovation could be described as new app...
Fundamentals of Management 10th Edition by Stephen Robbins,Mary Coulter ,David De Cenzo
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