Introduction
The 747/767 Program will be my case study project. Due to company policy I am only able to share public noted statistical information; and to provide better context I have added my own comments.
Expected Outcome
Through the lens of Employee Involvement, where I currently work, I seek to understand how the flow down of 747/767 program communications and perceptions of communication efforts affect the opportunity for factory production employees and multiple levels of leadership to be engaged and involved in a common vision of continuous improvement that support the Boeing Vision which is an expression of the company’s purpose and behaviors designed to inspire and focus all employees on a shared future and to reaffirm that, together, we can meet the challenges that lie ahead.
Change Effort Status of Problem
747/767 is part of the commercial division of The Boeing Company in the aerospace industry. Small and large changes in the production system transformation are concurrently in process and competing. Systematic changes do not happen quickly as well as affect thousands of people in cross functional areas which creates layers of complexity in both perceptions and desired realities
Background:
As Boeing transitioned from the past enterprise CEO to Dennis Muilenburg the approach simplified to “One Boeing” with a consistent vision, mission, values and behaviors. Individual programs align their goals and strategy to the One Boeing approach.
Purpose and Mission: Connect, Protect, Explore and Inspire the World through Aerospace Innovation
Aspiration: Best in Aerospace and Enduring Global Industrial Champion
Business Imperative: Deliver Superior Value to Customers, Employees, Shareholders, Communities and Partners
Enterprise Strategy:
- Operate as One Boeing
- Build Strength on Strength
- Sharpen and Accelerate to Win
Boeing Behaviors
- Lead with courage and passion
- Make customer priorities our own
- Invest in our team and empower each other
- Win with speed, agility and scale
- Collaborate with candor and honesty
- Reach higher, embrace change and learn from failure
- Deliver results with excellence – Live the Enduring Values
Company Overview
The Boeing Company is the world’s largest aerospace company and leading manufacturer of commercial jetliners, defense, space and security systems, and service provider of aftermarket support. Its corporate offices are in Chicago. It employs more than 140,000 people across the United States and in more than 65 countries. Overall, there are more than 50,000 production factory employees and more than 45,000 engineers.
Boeing Commercial Airplane Division accounts for more than 60 percent of Boeing’s total revenues and has nearly 12,000 commercial jetliners in service worldwide, which is roughly 75 percent of the world fleet.
Boeing has a large and complex footprint in Washington State. There are over 65,000 employees in the state of Washington, 59,000 of those employees work in the commercial division. Although I cannot confirm this statistic, it is said for every Boeing employee in Washington State, three more aerospace related jobs are created. Over 20,000 people work at the 90 plus acre Everett site. It is heralded as having the largest manufacturing building in the world, which can house over 75 football fields, and produces the 747, 767, 777, and 787 airplanes.
To provide context for the factory, while working within the factory walls on any given day I walk by semi-trucks, fork lifts, electric trucks, golf carts, public tour groups, employees delivering tools and goods on tricycles and an occasional fire truck or ambulance. There are multiple buildings and neighboring sites that require either a shuttle or vehicle to access due to the geographical size. Due to the enormity of size most meetings offer in person and WebX to stay connected. Once I walk into the factory I will not see natural light until I leave to either go to another building or home.
Production employees at the Everett site, work 5 days a week, 3 shifts a day with a higher percentage of employees working first shift which for the 747/767 Program which runs from 5:48 am to 2:18 pm. Support groups begin first shift from 5:30 am to 8:00 am. There are roughly 160 factory shop teams for an approximate total of 3,200 production factory employees and 16 executive leaders directly and dotted line reporting to Bruce, the SVP GM. This number does not include all of the cross functional organizations such as engineering, quality, safety, site services and leadership.
Production is supported by cross functional organizations working across the company focusing on engineering and program management; technology and development-program execution; advanced design and manufacturing systems; safety, finance, quality and productivity improvement and information technology.
747 / 767 Line of Leadership
During Boeing’s 100 year history, it has mostly promoted from within the ranks. Only the current Executive Vice President has come from outside the business
Dennis Muilenburg is chairman of the board, president and chief executive officer of The Boeing Company. Muilenburg became chairman of the board in March 2016, chief executive officer in July 2015 and president in December 2013. Muilenburg, oversees the strategic direction of the Chicago-based, $93.4 billion aerospace company.
Kevin McAllister, the only executive to come from outside of Boeing, reports to Dennis Muilenburg, he is executive vice president of The Boeing Company and president and chief executive officer of Boeing Commercial Airplanes (BCA). Named BCA president and CEO in November 2016.
Elizabeth Lund, reports to Kevin McAllister, is VP and General Manager (Everett Site), 747, 767, 777 Programs, as of April 2016, which allows for enhanced integration across the Everett site’s sustaining programs.
Bruce Dickinson, reports to Elizabeth Lund, is VP and General Manager for the integrated 747/767 program. Dickinson is an engineer by education and trade. He began his career in 1987 at McDonnell Douglas which was acquired by Boeing. He transitioned to Everett in 2007 before taking the Director of Engineering role of 777 and 767 programs in 2010. He was named VP and Chief Project Engineer for the 747-8 Program in September 2011, and more recently the VP and General Manager of the 747-8 program in mid-2014.
I believe it is important to understand the line of leadership within the 747/767 Program. I will have access to executive leaders that that report to Bruce and I will specifically focus my case study with Brett, a direct report executive leader from manufacturing. My scope of partnership will also include two of Brett’s executive level direct reports who focus on Structures and Final Assemblies.