Case Study 1 - Boeing

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1. Evidence-based management is translating principles based on the best evidence into organizational practice, bringing rationality to the decision making process. It is the belief that we should face hard facts about what works and what doesn't. In other words, it is finding the hard facts that work and incorporating into a decision making process. Boeing is using evidence-based management by believing that by producing more and becoming proactive, it will see increase in production. 2. Management science is the idea of using mathematics to solve and make decisions. This technique is a rational science and it uses models to help improve decision making and strategic planning. Operations management is the way of making business efficient and effective by managing the production and delivery of a organization's products. Both methods are incorporated to Boeing by having more employees in the belief it would produce more product. 3. Figure 2.3 is a illustration of the four parts of a system: inputs, transformation processes, outputs and feedback in that order. Boeing is inputting more resources into manufacturing the planes. This process is to more commercial planes being built. This change is significant because it may result in production inconsistencies where specific manufacture companies cannot keep up the output that they are inputting such as parts of the planes. As a result, in the late 1990s, Boeing had to shut down the assembly lines when production was going too fast. 4. Contingency viewpoint is the manager's approach that they should vary according to, or be contingent on the individual and the environmental situation. Quality management is to make sure the service meets the customer's needs and to improve the performance of the production. Boeing realizes that due to the vast number of parts in a commercial plane, it is common for the

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