Boeing the leading aerospace company has a long history of aerospace leadership and innovations. Boeing’s product line keeps expanding with the wide range capabilities include “creating new, more efficient members of our commercial airplane family; integrating military platforms, defense systems and the war fighter through network-centric operations; creating advanced technology solutions that reach across business units; e-enabling airplanes and providing connectivity on moving platforms; and arranging financing solutions for our customers.” (Boeing, 2009)
Stakeholder involvement for Boeing is the building block for most of the projects in the continuous improvement reviews. Internal and external stakeholders are involved with most of Boeing’s projects and also provided on-the-job training for each stakeholder. Boeing and the stakeholders hold meetings and all stakeholders are encouraged to participate. The meetings include reviewing the projects as well as customer feedback. Boeing has a strong relationship with their stakeholders by informing on a regular basis and about the processes. Boeing also involves the stakeholders by creating training manuals to support the processes. Boeing focuses on improvement by keeping all the stakeholders involved in all phases of the project including project selection, identification of potential root causes, solution development, project implementation and continuous improvement. (Allbusiness, 2006)
Boeing’s suggests that it has a dual authority matrix structure, meaning the structure is woven between two business and nine corporate functions. (Boeing, 2007)
Organizing is a function of management that the plans are starting on a project so this function is different from the other functions of management. Here, top level management disperses positions and assign task to individuals who possess the appropriate skills necessary. With Boeing, the success on the company reflects how successful the company will...