managers make decisions without guidance B u s i n e s s F i n a n c e
After reading the Boeing case study name two things that went wrong with the 787 that you think would help you with your team project?
post a discussion and reply two students post, I will paste others forum here
1.The risk of communicating by computer system instead of face-to-face or teleconferencing was a wrong approach. To initiate a business, it is imperative to put a face to the name. This way, there is a sign of respect and how serious the negotiation is being conducted. Boeing error was to communicate with the provider by a system tool called Exostar to provide reports and replacing the meetings. Meetings are essential to request status and if any issues need to be addressed. Boeing allowed the computer to flag problems, and suppliers were not entering the correct information. Another issue was the lack of trust between suppliers and Boeing. To execute an agreement of collaboration, especially outsourcing, it must be a level of trust from both sides. This will allow a level of communication and collaboration to deliver the task timely. Both the supplier and Boeing were unaware of the issues with the Exostar due to the lack of trust and commitment.
Another issue with Boeing is the lack of leadership from the CEO. He was not devoted complying with the roles and responsibilities as the CEO of Boeing. Instead, the CEO was spending time in Chicago doing other business and letting Boeing’s managers make decisions without guidance and support.
The lesson learned in the reading for my team project are:
Trust each other.
Conduct regular meetings to learn the project’s progress, the status of the tasks, outcomes, issues, or risk encountered during the week.
The Project Manager must lead the team with leadership. Provide the support and engagement of collaboration to each member.
2. After reading the Boeing case study, the things I learned from the offshoring risk and computer communications risk would help with our team project. Boeing is keen on outsourcing locally and internationally to reduce costs and accelerate growth; However, they ignore the risks of cultural and language differences and the physical distances involved in a lengthy supply chain. More than 30% of the 787’s components come from overseas, so it’s essential to have extensive ongoing communication with suppliers and on-site involvement to reduce the risk.
The second thing is the risk of communications by computer. Boeing has no plans for face-to-face or on-site meetings. Instead, it has introduced Exostar, a web-based communications tool that allows suppliers to enter up-to-date information on their progress. Exostar improved transparency, but it failed since the supplier did not enter accurate and timely information, and neither the tier 1 supplier nor Boeing was promptly aware of the problem.
From these two errors that Boeing made, I learned that a successful project required substantial and continuing communications. Especially, face-to-face communication is the best way to mitigate risk and solve problems. We can use the tool properly to track progress and ensure everyone is on the same page, but we can’t rely on it to replace the communication. Also, cultural differences and lack of trust may cause risks. As a result, it’s important to acknowledge each valid point that the other person has made and open to new approaches and listen to new ideas.
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