Workflow Analysis & Management for Boeing Company - MyAssignmenthelp

Question: Discuss about theWorkflow Analysis Management for Boeing Company. Answer: Introduction Boeing Global Mobility Systems (BGMS) is an existing division within the Integrated Defense Systems sector of the Boeing Company whose components include the Globemaster, Military aircraft, airborne lasers, and the Unmanned Combat Air Vehicles. Therefore the company operates independently but under the communication satellite system provided by the Integrated Defense System. The firm is divided into four core categories namely; the Derivative Airplane Programs, the 767 Tankers, C-17, the Advanced Mobility Systems, and the Derivative Airplane Programs. Vision and Strategy As an individual entity, the firm operates under the mission statement of providing solutions which shape the future of mobility for the government customers and the global military. Further, the company operates under the vision of Becoming the Worlds first choice for innovative mobility solutions thus setting the standard for excellence. In meeting the targets, the firm works with specific core values guiding its operations. The values include Teamwork, customer satisfaction, diverse and involved team, proper leadership, corporate citizenship, and acting towards shareholder value. Need for Process Improvement According to Goldratt and Cox (2016), every organization needs change, especially whenever faced with issues in its profitability and product development. The transformation followed the results experienced in the 1990s where the C-17 section of production became over budget and behind schedule which almost led to a cancellation. Consequently, the op level management had to device means towards altering the approach of management used in a business. Commitment to the change culminated into the implementation of a management framework relying on the Malcolm Baldrige National Quality Award criteria. The criteria focused on specific issues such as strategic planning, customer focus, human resource, information management, and the management and integration of processes (Scott 2016). The need for change came up in 2006 where the firm decided to focus on first growth and productivity programs such as global sourcing, internal services productivity, lean production and exemplary development process. All the initiatives operated under a specific leader as well as the executive sponsor. Process Framework The transformation process needed a total revamp on the culture with a focus on process improvement. The organization shifted and focused towards quality, schedule, and cost. In this case, it ensured the right quality for the products created by enacting control measures and setting a standard that was to adhere in production (Gioia, Patvardhan, Hamilton, and Corley 2013). Besides, it had a planned schedule of operation that enabled the timely production of commodities to meet the timeline set by the clients to avoid contract cancellation. Adhering to customer demands in times of commodity quality and timely production is an essential factor towards business progress (Kuipers, Higgs, Kickert, Tummers, Grandia, and Van der Voet, 2014.). At the same time, the cost of the commodity was adjusted to competitive levels to match those of competitors while focusing on superior quality and timely production to win the significant market share. In so doing, the team utilized the Baldrige Award Framework which provided the needed change in the organization. The system has become an influential part of the change in the organizations facing competition and production constraints (Scott 2016). The system codifies the principles of quality management thus providing companies with a framework for assessing the production standards towards customer satisfaction. The framework assists organizations achieve excellence and continually improve the same thus forming a culture. The concept focuses on seven criteria in its creation where it touches on areas of strategy, leadership, customers, workforce, operations, measurement, analysis, and knowledge management, and results (Polyvyanyy, Smirnov and Weske 2015). Leadership The leadership criteria focus on selecting a visionary leader who guides others towards adhering to the set standards and change of culture in the long-run. Proper leadership is key to development since a leader determines the production criteria and power of the workers. Thus, one has to be conversant with the same to achieve a total production. Besides, the system focuses on the selection of a superior workforce that is conversant, trainable and performs at optimum levels all times (Senge 2014). Thus, the workforce has to deliver results and value to the clients and the shareholders. Measurement, Analysis, and Knowledge Management On the other hand, the system focuses on measurement, analysis, and knowledge management. The concept is essential in the production industry where the skills and mastery levels of individuals remain observed towards quality production. In this sense, employees found to be less efficient under the system are allowed for opportunities that provide a revamp or upgrade to their education status through workshops, training, and on-job assistance programs. Eventually, the concept leads to success as individuals master their sections thus result in superior production standards. Technology Moreover, the operations have to be lean and efficient where the necessary resources are used adequately. The operation has to adhere to the current technology used in production where the operators have to remain conversant and able to create a difference between the previous output and the present standards. Strategy refers to the development of approaches to which success remains guarantee. In so doing, the criteria suggests enactment of policies that upgrade production. For instance, the introduction of technology in production assists the firm in faster and more efficient yet qualitative production of the aircraft components. At the same time, strategies exist in the selection of the right people for a given process, right scheduling, planning, and attainment of clients demands. Drew and Coulson?Thomas, (2013) suggest that having the right strategies result in progress where it creates a competitive advantage over the rest of the team. In the long run, the competitor scenario is dealt with adequately. Customers The system recognizes the position of customers in business who remain core to business processes. Customers have a large bargaining power as evidenced in the firms loss of contract where the client had a list of firms to select for the production. Therefore, it is fundamental to focus on the customer demands, preferences, and schedules in the production system. Adhering to the customer factor assists individuals and firms to win the trust and loyalty of clients thus leading to a higher production and adoption of a significant market share (Jeston and Nelis, 2014). Customers remain as crucial elements in the system whose demands, wishes and deliberations on a product development have to be followed carefully to achieve success. Results The eventual outcome of a process determines the extent to which a product attains the desires of clients. Results in the process focus on superior production, and one that meets the demands of customers on time. The products have to be customer focused and meeting the issues of clients. Such products delivering the desired standards indicate a positive result in the production process which has to adhere to the plans (Ahlemann, El Arbi, Kaiser and Heck 2013). In a case of a deviation from the plan, the firm considers a change of processes and continuous improvement to develop the best to clients. In return, the deliveries cause a tremendous increase in orders which affect the production process of a firm positively. Therefore, the process framework evaluates and improves a process through having the right approach, deploying the right operations, embracing gradual learning and improvement, and integration of a production to an organizations plan and needs. Leadership System According to Kaptein and Parvinen (2015), proper leadership system uses the right communication medium, organizes and aligns its production, implements their plan accordingly, recognizes the workers and rewards, and holds for their learning activities towards development. The firm practices an effective management leadership style in its change by embracing a lean production through the use of technology. Besides, it uses an effective communication from the top level management down to the workers which allow for a feedback system thus embracing change. On the other hand, the leadership allows for operator recognition and reward which boosts the morale of workers giving room to the desire for improvement through learning (Cameron, Quinn, DeGraff, and Thakor 2014). Enablers and Barriers to Process Change Change is a process that needs commitment and the dedication of the top management as well as the lower level workers. A set of barriers exists that might impede the growth of products or system change in organizations. Barriers to change include limited knowledge and skills, role expectations, organizational factors such as lack of equipment, and belief and attitudes among professionals and clients (Ladegard and Gjerde 2014). Necessary measures have to be taken into consideration o overcome such issues. Lack of a top-down communication leads to poor reception to change coupled with lack of information among individuals. People with limited skills and knowledge are most likely to reject change as they perceive a wrong motive towards their benefits. Instead of seeing success, such people perceive doom on their side such as job loss thus leading to declining or unwillingness to embrace change. On the other hand, an insufficient number of resources to embrace change serves as a barrier leading to the lack of or partial implementation of change elements. Lastly, lack of staff involvement in a change process becomes a forceful act which meets resistance thus creating a barrier to development. Enablers to Change The presence of resources in organizations guarantees development and embracement of change. People are more likely to respond positively to change in cases where there is open communication on the need for change and the goals to be achieved in the process. The presence of an open communication where issues are passed onto one another and discussed in time by the different stakeholders leads o a successful implementation of change. On the other hand, the existence of a clear organization mission and vision leads to change where all means are explored towards guaranteeing change to individuals and the organization (Haslam, van Knippenberg, Platow and Ellemers, 2014). Resources for change such as finance to buy technological equipment have to be present for a change. The presence of resources leads to an enhancement situation where necessary changes in culture and operation become easy to achieve. Moreover, having a cooperative management and leadership standards in organizations guarantees development of change where leaders convince their workers on the need and goals of a change process (Haslam, van Knippenberg, Platow, and Ellemers, 2014). Eventually, it becomes easy to integrate the same towards increased production. Staff involvement in a change process planning is essential towards a positive change process. In this respect, all member involvement leads to a successful implementation of issues surrounding change. Lastly, the presence of a culture of training and facilitation of the services paves the way for a great change process, where the needed knowledge is communicated to the employees with ease. Reference List Ahlemann, F., El Arbi, F., Kaiser, M.G. and Heck, A., 2013. 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