Final Exam Boeing
.docx
keyboard_arrow_up
School
Rutgers University *
*We aren’t endorsed by this school
Course
37:575:315
Subject
Management
Date
May 15, 2024
Type
docx
Pages
3
Uploaded by AdmiralUniverse9311 on coursehero.com
Xaviair Taylor
HR Strategy IV
Professor Terez
4-30-2024
Final Exam: Boeing
Boeing is facing significant product quality challenges, most notably with the 737 MAX aircraft, which are the root cause of Boeing's current problems, which are mostly within its Commercial Airlines segment. Due to two significant crashes in 2018 and 2019, as well as other events like a door replacement panel blowing off an Alaskan Airlines 737 MAX mid-flight in January of this year, these difficulties have gotten worse. Due to increased scrutiny and worries about the dependability and safety of Boeing's airplanes because of these mishaps, the company has suffered financial losses as well as harm to its brand. The seriousness of Boeing's problems is further evidenced by the fact that these problems have led to the division's senior management being replaced and upcoming CEO changes.
In an effort to right the ship a robust organizational culture shift needs to be instituted. Highlighted by accountability and continuous improvement, it is imperative for
Boeing's long-term success. HR can lead efforts to cultivate a culture of transparency, accountability, and ethical behavior. By promoting open communication and recognizing
employees who uphold quality standards, HR can foster a resilient organizational culture that serves as a foundation for overcoming challenges and driving sustainable growth.
Furthermore, A fresh strategy for promoting an ownership and accountability culture at Boeing is employee shareholdership. HR can promote the establishment of an employee shareholder program, giving every employee a share in the company's prosperity. Boeing can improve employee relations, encourage a sense of personal accountability for business operations, and match employee interests with long-term corporate goals by making employees shareholders.
We've reached a pivotal moment in Boeing's history with the nomination of a new board of directors. Assembling a board that is independent, diverse, and possesses a robust background in aerospace and a proven track record of safety is paramount. In achieving this, HR plays an indispensable role. Boeing can demonstrate its steadfast commitment to rebuilding public confidence and maintaining the highest levels of safety in its operations by giving safety priority when appointing new board members. Similar to this, the decision of the new CEO gives Boeing a chance to set a new direction under
creative leadership. HR may lead the hunt for a CEO who shares Boeing's values and mission in addition to having a strong interest in aircraft. HR can guarantee that Boeing's leadership is deeply anchored in safety, innovation, and quality by coordinating
CEO selection standards with the company's guiding values.
Central to Boeing's revival is a renewed commitment to safety above all else. HR can
advocate for a cultural shift within the organization, whereby safety takes precedence over stock value and dividends. By instilling a culture of safety consciousness at all levels of the organization, Boeing can safeguard its reputation, protect its employees, and regain the trust of customers and stakeholders. Additionally, by praising excellent work and taking swift action, when necessary, HR can be a key player in creating an
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Related Questions
Customer Manufacturing Group (2010) Using Business Process Improvement Teams to Increase Customer Satisfaction and Improve Performance. A Customer Manufacturing Group Case Study [Online]. Available at: http://www.customermfg.com/wpfiles/csbpi.pdf (Links to an external site.)
Question
The case study from the Customer Manufacturing Group (2010) outlines the business process improvement that was undertaken within a company. Discuss what this case study demonstrates about how business process improvement should be taken within companies.
arrow_forward
Customer Manufacturing Group (2010) Using Business Process Improvement Teams to Increase Customer Satisfaction and Improve Performance. A Customer Manufacturing Group Case Study [Online]. Available at: http://www.customermfg.com/wpfiles/csbpi.pdf (Links to an external site.)
Question
How would you suggest that the process of business process improvement outlined in this case study could be improved further?
arrow_forward
Conduct a comparative analysis of the quality management principles of one of nissans competitors and suggest how you belive these principles could be adopted by nissan in the above case study. Provide benefits that nissan would gain by adopting these additional principles
arrow_forward
Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…
arrow_forward
Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…
arrow_forward
Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…
arrow_forward
Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…
arrow_forward
A Food Processing company has proposed you as a management consultant. The firm seeks to implement the balanced scorecard tool in an attempt to monitor performance.The management has no idea about the balanced scorecard model and has approached you for guidance regarding the approach to implement it and the challenge such a model presents.a) Describe the balanced scorecard.
b) Explain the steps that a company can take in designing and implementing the balanced scorecard.
arrow_forward
As a marketing controller, your employer has asked you to construct a customer-performance scorecard for the toy division. Three possible measurements?
arrow_forward
Q1-Critically analyze the role of Software Process Improvement (SPI) framework to tackle the software process issues to achieve higher product quality. Support your discussion with relevant literature and detailed analysis of success stories of industries who applied this framework to enhance quality(350-400 words)!?
arrow_forward
1)Hatil furniture sells wooden furniture to its customers, If it wants to maintain its product quality, what costs should it incur? Explain with proper examples.
2)What would be your suggestions to improve their product quality continuously?
arrow_forward
Interview managers at a local company to identify the key business measures (financial, market, supplier, employee, process, information, innovation, etc.) for that company.What quality indicators does that company measure? What cause-and effect (interlinking) performance relationships would be of interest to the organization?
arrow_forward
What role can or should accreditation and quality measurement/reporting play in the future, as the public availability of performance data increases and payment is linked to performance?
arrow_forward
1. What is Total Quality Management (TQM)? Why is it important to
businesses?
2. TQM focuses on continuous improvement and employee Involvement.
Additionally, TQM utilizes tools such as, (1) Pareto Chart Analysis, (2) QFD
Analysis, and (3) Fishbone Diagramming. Describe these 3 tools.
3. What is benchmarking?
arrow_forward
Apply a PESTEL analysis to BMW , Mercedes Benz or Audi (note: the same opportunities and threats will be apply to each of them)
arrow_forward
Nonfinancial (Operational) Control Measures: Environmental Performance Assumethat the company for which you are working is interested in implementing a comprehensivemonitoring and control system regarding environmental performance. The company is convinced that improved performance in this area will lead to reduced costs, an improved corporate image, greater market share, and ultimately to greater financial returns. To supplement anumber of financial performance indicators in the area of environmental quality, the companyis interested in developing a set of nonfinancial performance indicators, which (it is hoped) willmotivate better environmental quality. In this regard, the company has embraced five strategic objectives: minimize hazardous materials, minimize raw/virgin materials usage, minimizeenergy requirements, minimize release of residues into the environment, and maximize opportunities to recycle.RequiredFor each of the five strategic objectives referenced above, provide at…
arrow_forward
Evaluate Ritz-Carlton’s success in closing the service quality gaps from the casestudy.
EXCEPTIONAL QUALITYSeveral years ago the Ritz-Carlton did a complete evaluation of the quality of servicethroughout the entire organization. Mr. Cayuela noted that at the core of their qualityimprovements was a commitment to innovate, document results, and then documentthe processes that deliver the greatest outcomes.He further observed that maintaining focus is essential to delivering exceptionalquality. It’s easy for an organization in today’s business climate to chase the latestfad, shift from one priority to the next, and pursue the flavor of the month. But theRitz-Carlton understands what’s important to its guests. In Mr. Cayuela’s words, thetop three priorities of guests are: A clean room Timely service Delivering on promisesAn unwavering focus on these priorities creates what’s known as the “Ritz-CarltonMystique.” The “Mystique” is the legacy of the Ritz. It’s the combination of…
arrow_forward
Perkins Company has been experiencing lost sales and high returns recently, so they decided to undertake a comprehensive quality program. Here are factors being considered: Finished products need to be inspected before shippingEstimated cost: $45,000 Production equipment needs upgradingEstimated cost: $400,000 Perkins knows that if it undertakes this program, it will be able to reduce warranty repair costs by $25,000. They also know they will be able to avoid lost profits by retaining customers, but they cannot quantify that benefit with any degree of precision. Should Perkins go ahead with the quality program? A) Yes, they should, regardless of any other considerations. B) No, they should not. C) They should, only if the benefit of avoiding lost profits is estimated to be over $420,000. D) They should, only if the benefit of avoiding lost profits is estimated to be over $445,000.
arrow_forward
Please read through the following case study and answer the questions below: CASE STUDY: Delicasies Julia is the owner of a bakery named Delicasies. At first, the bakery started off small, where she was selling her products direct to the consumer from her locally based bakery. However, she became very well known for her freshly baked products and got offered many opportunities to expand. With this expansion, Julia now operates three successful branches of Delicasies and serves multiple consumer markets, which include the direct consumer, supermarkets and party planners. As with any expansion, Julia has had to hire more employees to help her grow the bakery. At times, Julia finds this challenging as the employees are from various cultures and have their own personal beliefs. To maintain a good working level, Julia motivates her employees with rewards through offering three days additional to the required leave and a thirteenth pay cheque that falls within the month of the employees'…
arrow_forward
Cost-of-Quality (COQ) Reporting; Spreadsheet Application Carrie Lee, the president of LeeEnterprises, was concerned about the results of her company’s new quality control efforts. “Maybethe emphasis we’ve placed on upgrading our quality control system will pay off in the long run, butit doesn’t seem to be helping us much right now. I thought improved quality would give a real boostto sales, but sales have remained flat at about $10,000,000 for the last 2 years.”Lee Enterprises has seen its market share decline in recent years because of increased foreigncompetition. An intensive effort to strengthen the quality control system was initiated a year ago (onJanuary 1, 2020) in the hope that better quality would strengthen the company’s competitive position and reduce warranty and servicing costs. The following costs (in thousands) relate to qualityand quality control over the last 2 years:[LO 17-5, 17-7]2019 2020Warranty repairs $420 $140Rework labor 140 200Supplies used in testing 4…
arrow_forward
. Environmental guidelines of Lufthansa airlines states:
Environmental Protection is a high priority goal--Protecting the environment is an expression of corporate responsibility. We aim for constant improvement--We adhere to environmental regulation. However, we want to do more: we employ the best available technology within the limit of our economic possibilities to continuously reduce the negative impact of our activities on the environment.
The Lufthansa balanced scorecard has the following perspectives and performance measures:
Shareholders Customers Employees
Profitability customer loyalty employee engagement
DCF yield quality image management qualities
Sales growth global presence service culture
Required
Explain why…
arrow_forward
Total quality management proposed that managers could not achieve improvements in quality by using a variety of tools and techniques in a disorganised way but that it is necessary to apply the knowledge, tools and techniques of quality throughout their organisation, to all functions and at all levels and to do so in a coordinated way.
Discuss how the contributions of Joseph M Juran and Phillip B Crosby substantiates the above scenario.
arrow_forward
Q: Write five recommendations for someone who wants to start his/her own business?Q: Write a summary about any existing company showing the main issues (it can be an international or national company).
arrow_forward
Describe the difference between ideal quality, preferred quality, and adequate quality.
- What is CRM and why is it important?.
arrow_forward
What type of measure scale is being used? Nominal, Ordinal, Interval or Ratio.
In the month of June, Karachi daily temperature in Fahrenheit for the last five days: 105, 101, 109, 115, 113.
School badminton team players categorized by their physical capability: Exceptional, Normal, Weak.
The leap years 1984, 1988, 1996, 2008, 2000.
Bank Account numbers.
Loan in rupees.
A questionnaire to assess customer taste about food in a restaurant by number: 1 Excellent, 2 Good, 3 Bad, 4 Poor.
Time of order and delivery of food.
The dimensions of a picture frame in feet.
The 8 colours of paints in a box.
arrow_forward
Quality management” ensures superior quality products and services. Quality of a product can be measured in terms of performance, reliability and durability. Quality is a crucial parameter which differentiates an organization from its competitors the most important element is to satisfy stakeholder. As a quality manager, what dimensions would you follow to implicate the strategies in order to save the company’s reputation?
arrow_forward
The American Society for Quality (ASQ) defines quality as "the totality of features and characteristics of a product or service that bear on its ability to satisfy given needs".
a) Comment on this definition - is there anything you would add or change to improve it?
b) Describe two statistical tools or quantitative methods that might be employed to quantify an organization's ability to meet customer expectations, Be sure to include an explanation of how, specifically, each tool or method enables the accurate assessment of organizational output (product or service).
arrow_forward
Q1:Explain briefly , how Marketing may affect the quality positively and give an example.
arrow_forward
McDonald’s success is built on the highest standards of quality, service and cleanliness delivered to customers in
each of its restaurants. Well-trained crew and managers are the first step to achieving these standards. It is
company policy to provide career opportunities that allow employees to develop their full potential. This includes
a comprehensive training programme for crew and operations management and career progression that enables
a ‘first job’ employee to progress through to a senior management position through merit-based promotions.
Critically analyse the training process and approaches at McDonald’s and advise their management on three
levels/types of training needs analysis that would assist to identify the skills gaps in the company for future
training interventions.
(based on the attached case study)
arrow_forward
SEE MORE QUESTIONS
Recommended textbooks for you
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing
Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub
Related Questions
- Customer Manufacturing Group (2010) Using Business Process Improvement Teams to Increase Customer Satisfaction and Improve Performance. A Customer Manufacturing Group Case Study [Online]. Available at: http://www.customermfg.com/wpfiles/csbpi.pdf (Links to an external site.) Question The case study from the Customer Manufacturing Group (2010) outlines the business process improvement that was undertaken within a company. Discuss what this case study demonstrates about how business process improvement should be taken within companies.arrow_forwardCustomer Manufacturing Group (2010) Using Business Process Improvement Teams to Increase Customer Satisfaction and Improve Performance. A Customer Manufacturing Group Case Study [Online]. Available at: http://www.customermfg.com/wpfiles/csbpi.pdf (Links to an external site.) Question How would you suggest that the process of business process improvement outlined in this case study could be improved further?arrow_forwardConduct a comparative analysis of the quality management principles of one of nissans competitors and suggest how you belive these principles could be adopted by nissan in the above case study. Provide benefits that nissan would gain by adopting these additional principlesarrow_forward
- Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…arrow_forwardBecause of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…arrow_forwardBecause of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…arrow_forward
- Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…arrow_forwardA Food Processing company has proposed you as a management consultant. The firm seeks to implement the balanced scorecard tool in an attempt to monitor performance.The management has no idea about the balanced scorecard model and has approached you for guidance regarding the approach to implement it and the challenge such a model presents.a) Describe the balanced scorecard. b) Explain the steps that a company can take in designing and implementing the balanced scorecard.arrow_forwardAs a marketing controller, your employer has asked you to construct a customer-performance scorecard for the toy division. Three possible measurements?arrow_forward
- Q1-Critically analyze the role of Software Process Improvement (SPI) framework to tackle the software process issues to achieve higher product quality. Support your discussion with relevant literature and detailed analysis of success stories of industries who applied this framework to enhance quality(350-400 words)!?arrow_forward1)Hatil furniture sells wooden furniture to its customers, If it wants to maintain its product quality, what costs should it incur? Explain with proper examples. 2)What would be your suggestions to improve their product quality continuously?arrow_forwardInterview managers at a local company to identify the key business measures (financial, market, supplier, employee, process, information, innovation, etc.) for that company.What quality indicators does that company measure? What cause-and effect (interlinking) performance relationships would be of interest to the organization?arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- MarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational PublishingManagement, Loose-Leaf VersionManagementISBN:9781305969308Author:Richard L. DaftPublisher:South-Western College Pub
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing
Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub