| Management Planning - Boeing's Future On | | | | consideration of short duration of this |
| Track | | | | paper, these three have been chosen as |
| Researched and Authored by: Michael J. | | | | the focal points. |
| Spindler of Local Music Hits | | | | As Boeing is the industry leader in |
| The Boeing Corporation has a unique | | | | commercial and military aircraft, as |
| organizational structure which consists | | | | well as launch platforms and satellite |
| of essentially two business solutions | | | | technology. Great care and continued |
| that are tied together via nine levels | | | | education of employees at all levels is |
| of corporate functions. The two | | | | encouraged to help the company |
| businesses are Commercial Airlines and | | | | creatively resolve technical barriers |
| Integrated Defense Systems. From the | | | | that may stand in the way of pushing |
| top to bottom, the corporate functions | | | | technology forward. Considerations to |
| that govern this corporate machine are, | | | | take into account are capitol |
| Business Development and Strategy, | | | | investments, human resources and time. |
| Communications, Engineering, Operations | | | | The products that could be developed |
| and Technology, Finance/Shared Services | | | | need to be assessed for marketability, |
| Group/Boeing Capital Corp., Human | | | | feasibility, and cost effectiveness. The |
| Resources/Administration, International, | | | | base question is always, will investment |
| Law, Office of Internal Governance, and | | | | into these specific products open doors |
| Public Policy. For a company that | | | | for profits, and if so, what time frame |
| employs over 150,000 people across 71 | | | | could the business expect to see a |
| countries, this can be a daunting task, | | | | return. Of course there is a myriad of |
| and it all begins with and ends with | | | | question as to if the product aligns |
| Business Development and Strategy. | | | | with current visions in place, and is in |
| The driving force behind the Boeing | | | | line with the direction of the industry |
| Corporation is of course the | | | | that the company is focused on. |
| stakeholders, which include: Customers, | | | | The products that Boeing selects |
| Employees, Shareholders, and | | | | directly impact the profitability of the |
| Communities. The management model used | | | | company. Concerns once again are into |
| to direct the companies planning and | | | | research and development, and durations |
| focus is simple but effective method for | | | | between innovation and returns on |
| planning, acting, analyzing, and | | | | investments. Boeing currently has three |
| reinforcing methods that produce | | | | major areas of focus in business. The |
| results. These are driven by Boeings | | | | commercial airline and the integrated |
| aptitude to encourage growth and | | | | defense systems compose of 97 percent of |
| leadership from within the organization. | | | | the total earnings for Boeing. While 70 |
| By making employees share in both the | | | | percent of the airline manufacturing is |
| successes and failures of the company, | | | | to foreign sales, the balance and cross |
| Boeing in turn receives: committed, | | | | over of technology developed in one |
| performance-driven management at all | | | | division and applied to the other help |
| levels. This is achieved primarily by | | | | to keep Boeing profitable and |
| preparing employees through education | | | | competitive in this industry. |
| throughout the organization and then to | | | | "One of Boeing's many strengths is the |
| apply knowledge as defined by the | | | | company's deep commitment to involving |
| following model. | | | | customers in all phases of planning and |
| 1. Define | | | | operation." (AQA, ) It is the customer |
| financial objectives, while producing | | | | that Boeing is here to serve. Boeing's |
| high quality innovative products, and | | | | ability, to bring a product of highly |
| minimizing the impact to communities and | | | | complex systems customized for airline |
| the environment. | | | | and aerospace industries, is what makes |
| 2. The | | | | planning and operations that much more |
| Initiative Toolkit - Customer | | | | multifaceted. This flexibility provides |
| Satisfaction and Growth in productivity | | | | an environment where pushing technology |
| are always in a state of balance and | | | | to a new level is customer driven. We |
| realignment.a. Growth in customer | | | | would still be flying in biplanes if it |
| satisfaction.b. Growth in | | | | were not for the industry serving the |
| productivity, advancing processes and | | | | customers needs. The customers' needs |
| technology while remaining competitive. | | | | are to provide services to their own |
| 3. Financial | | | | customers with these improved |
| Performance - This is the stage in which | | | | technologies that give them an edge in |
| the company evaluates how economic | | | | the market niche. Of the bigger |
| profits are affected by decisions in the | | | | customers the United States government, |
| previous step of maintaining or | | | | a direct correlation can be drawn |
| fostering greater customer satisfaction | | | | through how technology developed for |
| and growth in productivity. It is in | | | | military use, can be applied to the |
| this stage that an analysis is done to | | | | commercial airline business to make for |
| compare the original financial | | | | a safer airline industry. These |
| objectives and how these two areas are | | | | improvements translate into a burst of |
| impacting the goals of the company. | | | | consumer confidence as air travel has |
| 4. Delivered | | | | become safer over the years. This |
| Results - Stock Price and Performance to | | | | ability of engineers, designers, and |
| Plana. Stock Price - An evaluation | | | | customers working to achieve a common |
| of how previous action, corrections, and | | | | goal is one that requires great |
| implementation, have affected the stock | | | | leadership at every level of the |
| price of Boeing.b. Performance to | | | | organization. |
| Plan - This is where employee | | | | In regards to environmental concerns, |
| accountability is accounted for and the | | | | air traffic makes up only a small |
| impact that it has had on the Financial | | | | percentage of the air pollution produced |
| Performance that has either enhanced or | | | | by the world. However, as fuel costs |
| degraded to original vision set forth in | | | | rise, and clean air has become a |
| the Financial Objectives set by | | | | priority. Boeing has "improved airplane |
| executive staff. | | | | fuel efficiency by 70% over the past 40 |
| 5. The last | | | | years, with a corresponding reduction in |
| step is in how the plan has been | | | | CO2 emissions. Current models also are |
| executed and how that impacts all | | | | 75% quieter than airplanes 40 years ago" |
| parties with a vested interest with the | | | | (BC, 2007). Not only does this improve |
| company. This includes employees, | | | | Boeing's corporate image to the world, |
| customers, shareholders, and the | | | | but efficiency means lower costs to the |
| numerous communities that are directly | | | | final people involved, the consumers. |
| impacted by the economic security a | | | | Without whom, Boeing would not have a |
| company this size will have on the | | | | purpose to exist. |
| region. (Boeing Corporation, 2007) | | | | References - Do Not Strip Article |
| The Boeing Corporate headquarters, based | | | | References |
| in Chicago Illinois, is where the | | | | AQA (). BOEINGBoeing (formerly McDonnell |
| previously outlined model is | | | | Douglas Helicopter Systems). Retrieved |
| implemented, analyzed and altered | | | | November 1, 2007, from |
| according to needs and changes. The | | | | Boeing Corporation (2007, October). The |
| primary focus includes Growth Strategies | | | | Boeing Company. Retrieved November 01, |
| in the global market, financial goals | | | | 2007, from |
| and performance, leadership development, | | | | Researched and Authored by: Michael J. |
| and of course ethics and compliance. It | | | | Spindler of Local Music Hits |
| is also a depot so to speak where | | | | Free to distribute - However- Do not |
| sharing best practices, technologies and | | | | strip Research Article References, |
| productivity improvements are pooled. | | | | remove the HTML if needed, but keep the |
| This is a critical area as it is of | | | | URL text. |
| tremendous value in determining the | | | | Do Not Remove the Authors name: Michael |
| course of the company and identifying | | | | J. Spindler and keep all hyperlinks |
| areas of that could use improvement. | | | | pointing to: - I use software that |
| Factors that influence the company's | | | | compares my "library" and scours the web |
| strategic, tactical, operational, and | | | | for postings. When I find my article on |
| contingency planning include innovation, | | | | your site and you have not followed the |
| profitability, and environmental | | | | above binding agreements, Lawyers will |
| concerns. Of course there are numerous | | | | be sending letters. A considerable |
| other issues to consider that have an | | | | investment of time is involved with this |
| affect on how business is focused. In | | | | content. |