Boeing Company
Prepare an & Operations Strategy Analysis” for a business organization (Boeing Company). The
overall purpose of the analysis is to determine, with some specificity, how the company
competes in the marketplace through its operations. It is not particularly important for this
project whether the company is doing a good job or poor job in operations.
What’s needed:
“Please research and write about each sub-topic listed below (H-M), the Company is
Boeing.
“Provide the sources of your research, in APA format”
H. Organization/Work Force/Management: Is job specialization prevalent? Job enlargement?
Job enrichment? Is worker motivation a problem with this type of production process?
I. Quality: Define briefly the important "dimensions of product quality". Is there significant
staff involvement in quality management? Is there a quality differential among the products
sold by industry members?
J. Productivity/Efficiency: Are any formal measures of productivity used in the firm? Are they
computed for each organization unit? For the firm as a whole? For each product? Is a
formal productivity improvement program in place?
K. Cost Measurement: What cost/profit measures are routinely available and used by
operations management? Is a formal cost accounting system used? “Include graphs and
charts”
L. Overall Operations Posture in the Firm: Choose one of the following "stages" as the most
representative of the operations function and justify/explain.
1. Internally Neutral: Operations is primarily reactive to internal pressures placed upon it
– does not have its own planning mechanism.
2. Externally Neutral: Operations works hard to keep up with the industry practice and
maintain "neutrality" or parity with competitors.
3. Internally Supportive: Operations does work consciously to be compatible with and
supportive of the firm’s business unit strategy.
4. Externally Supportive: Operations actively seeks ways to develop competitive
advantages for the firm – operations is a leading factor in the firm’s attempt to develop a
competitive advantage.
M. Other Factors: Are there other specialized factors that are not covered elsewhere in this
outline that significantly impact the operations posture of this firm, e.g., government
regulations, worker safety, international issues, social responsibility, etc.
