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Case Report Case1: The Boeing 767: From Concept to Production 1.

. Diagnosis of problems Body Items What Problems Why How Contents 1) Boeing 767 had to be converted to models with two-person cockpits 2) 30 of the 767s were already in various stages of production To build wide-bodied aircraft with two-person cockpits, rather than three-person cockpits 1) Making the 30 planes with three-person cockpits as initially planned and then rebuilding them with twoperson cockpits 2) Inserting two-person cockpits into those planes keeping the flow of production 1) Compared to competitor, Boeing is easily able to lead medium-range market through making two-person cockpit Opportunities Motivation 2. Alternatives There are 2 alternatives. Alternatives1: Building the thirty airplanes as they had originally been designed, with three-person cockpits, and then converting them twoperson cockpits after they had left the production floor (but before delivery to customers) Alternatives2: Modifying the production plans for the thirty airplanes so that conversion would take place during production and no parts would be installed only to be removed later (which meant leaving some cockpits temporarily unfinished while drawings and parts for twoperson cockpits were being developed) Comparing two alternatives Item disrupted -Airplane system would be functionally tested and problem would be identified and corrected on the spot -Loss of configuration can cause operating system disruption. Disadvantages -Space problems for parking and fire regulations -Original production plan would be disrupted and learning curves would be disrupted as well -Functional testing would have to be done after full installation -Problems might not be detected and corrected immediately and might well be hidden by systems 3. Recommendation To recommend the alternatives, we made the scoring table. Item Time Quality Cost Total Content Delivery Learning Curves Hidden Risk Technical Difficulties Labor Cost Other Cost Weight (0.25) (0.20) (0.20) (0.15) (0.10) (0.10) (1.00) Alternatives 1 5 (1.25) 5 (1.00) 3 (0.6) 1 (0.15) 3 (0.3) 1 (0.1) 18 (3.4) Alternatives 2 1 (0.25) 3 (0.66) 1 (0.2) 3 (0.45) 1 (0.1) 5 (0.5) 14 (2.16) Alternative 1 -Neither learning curves nor schedules would be Advantages Alternative 2 -All parts would be installed only once -All activities would be controlled by normal management procedures Monopolizing a market during a few years Saving many labor costs 2) Boeing can be able to achieve another learning curve related to building two-person cockpit

Good: 5, Neutral: 3, Bad: 1 and all the scores are based in the Case.

In the final stage, quality is the most important key factor. However, because of the airframe industrys characteristic, time is the key drive in these alternatives. Therefore we recommend the alternatives 1 for the problem and, in the action, the following suggestions should be added. Additional suggestion 1: Alternatives 1s major disadvantage is loss of configuration. To solve this problem, the adequate (even excessive) modification experts should be invested. And, at the same time, the management should convince the employees how these modifications are important and encourage them to share their experience and knowledge. These actions can minimize the risk and time delay. Additional suggestion 2: Alternatives 1s the other disadvantage is space problem. To solve this problem, TFT should be set up immediately. TFT should consider how they manage the limited area for the modification and should find the way to cooperate with subcontractors about the parts stock.