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Lean Strategies in the Aerospace Industry, 2008.
An analysis of ways for aerospace manufacturing companies to overcome the challenges of making lean enterprise strategies.
4,632 words (approx. 18.5 pages), 20 sources, MLA, $ 119.95
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Abstract
This paper provides insights into how aerospace manufacturers are tackling the task of transforming lean production lessons learned into lean enterprise strategies and instituting lasting change at the process level. The paper discusses the steps that aerospace manufacturing companies are taking to overcome the challenges of making lean enterprise strategies become part of their permanent sourcing, manufacturing and fulfillment strategies. The paper also illustrates how measures of supply chain, manufacturing and fulfillment can be effective in measuring the progress of aerospace companies in becoming leaner. The paper contains tables and charts.
Table of Contents:
Abstract
Table of Figures
List of Tables
Defining Lean Best Practices in the Aerospace Industry
Evolution of the Lean Enterprise in Aerospace
Taking a Process-Centric View of Lean Transformation
Roadmap to Lean Best Practices Starts with Business Process Management (BPM) and Business Process Re-engineering (BPR)
Barriers Aerospace Manufacturers Face in Becoming Lean
Measuring Progress towards Being Lean in the Aerospace Industry
Recommendations for Attaining Lean Transformation
Appendices
From the Paper
"Aerospace manufacturers are continually under pressure to reduce costs and increase product quality, while at the same time better aligning their production processes with demand in the form of product and service requirements from customers. This is the essence of their lean manufacturing vision. The pressure to continually increase the return on invested capital (ROIC) while better serving their more demanding customers, and increasingly responding to their unique and often customized product and service requests requires a complete re-alignment of the manufacturing, service, and support processes that encompass a manufacturing operation. To accomplish the strategic objectives of being more customer-centric in both aerospace manufacturing and services processes, being able to respond to the customers' highly specialized needs for products while at the same time making aerospace operations more efficient is at the heart of the lean manufacturing philosophy pervading global manufacturers today. Simply put, lean manufacturing focuses on the elimination of all forms of waste, continuous improvement, and simplification of business processes. Through constant stream of Kaizen (continuous improvement) events, manufacturers systematically attack waste, streamline processes, and improve operational flexibility. Core to the Lean philosophy is the notion that operations and processes have become too complex to be self-correcting in their alignment to the rapidly changing demands of customers (Philip Beaumont 2002). Lean manufacturing supports the simplification of production processes to ensure a higher level of visibility through better metrics of performance and the use of dashboards and key performance indicators and hence control of their operations and processes. Lean's original roots were in the Toyota Production System and focused on improving automotive manufacturing. Lean is firmly rooted in the automotive supply base and similar industrial markets where operating margins are tight and management of working capital is critical to survival. However, as the success of lean has become more widely known, it is being adopted by many industries and is spreading into many other areas of the value chain. For those manufacturers successfully adopting lean, the motives are clear -- provide superior value to the customer while at the same time improve profitability."
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Cockpit Design Considerations, 2008.
An examination of the impact of computer aided design on human factors in aviation safety.
7,588 words (approx. 30.4 pages), 35 sources, APA, $ 166.95
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Abstract
This paper examines the impact of newly integrated computer-aided design (CAD) systems in improving safety factors in the aviation industry by looking at where it can be improved. The paper looks at how CAD has incorporated the human factors principle - that is, the type of people who use the technology - into the design-making process. The paper explains that on the whole, CAD technology is an enormous improvement over older aviation design because it allows designers to visualize situations in three-dimensionality throughout the design process. CAD can provide a very good visualization overview of human interaction with the product (in this case, the pilot user interface of a cockpit). The paper also explains that CAD technology is an excellent tool for designing pilot user interfaces because it saves time and money, and CAD technology is infinitely superior to the research tools that preceded it, because it allows designers to see hypothetical human reactions to environmental stimuli in three dimension. The paper then points out that, CAD is not so intuitive that it can anticipate every conceivable human reaction that might result from a particular situation. The writer believes, therefore, that there remains a need for live testing with actual people.
Table of Contents:
Chapter I: Introduction
Statement of the Problem
Limitations
Definition of Acronyms and Terms
Chapter II: Review of Related Literature
Chapter III: Methodology
Research Design
Survey Model
Chapter IV: Results
Chapter V: Discussion
Chapter VI: Conclusion
Chapter VII: Recommendations
Appended: SPSS Version 11.0 (Student Version) Data Output Files
Excel Spreadsheet Analysis
From the Paper
"Whenever a study examines new technology, there will be some limitations. Today, CAD technology offers the promise of creating cockpit devices that will accommodate pilots of every skill level and idiosyncrasy; although a CAD-based ergonomic analysis program allows for the creation of accurate, 3-D human models, it seems extremely unlikely that any computer program can truly simulate the enormous range of abnormal responses that can be expected of different human beings. Therefore, human subjects are desirable in assessing the effectiveness of different products within the cockpit - and finding an appropriate sample group is not easy. It is extremely difficult to assemble a representative sampling of different pilots (in simulated conditions, of course) with the intent of measuring the capability of CAD in avoiding in-air tragedies."
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The Space Shuttle Columbia Disaster, 2008.
An analysis of the events that led up to the Space Shuttle Columbia disaster and the changes that NASA has implemented to prevent a similar disaster from occurring.
1,431 words (approx. 5.7 pages), 4 sources, APA, $ 47.95
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Abstract
This paper introduces and analyzes the topic of the Space Shuttle Columbia disaster. Specifically, it analyzes the accident that occurred on the morning of February 1, 2003 and discusses the events that led up to its occurrence. The paper then discusses what NASA learned from the Columbia disaster and the changes that it has implemented as a result.
From the Paper
"In conclusion, NASA learned much from the Columbia disaster, and they have implemented new flight techniques and safety checks that help ensure this type of accident does not happen again. However, the Columbia disaster indicates that communication and decision-making at NASA is sometime suspect, and that continues, even today, even though NASA has developed these new safety checks to help make sure disasters like Columbia do not happen again. While the communication techniques NASA officials use may come into question, ultimately, it is recognized that space travel, although we often take it for granted, is inherently dangerous. Astronauts know that, and so do their families. Every time we send another space shuttle into orbit, we face the possibility of disaster, it is that simple. Still, space travel has largely been safe, and it seems that NASA will continue to promote safe space travel into the future."
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Human Resource Management in the Airline Industry, 2008.
A research proposal to study human resource management in the changing business environment of the airline industry.
1,615 words (approx. 6.5 pages), 17 sources, APA, $ 52.95
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Abstract
This paper reviews the changing role of the human resource manager in the airline industry as it relates to employee recruitment, management and evaluation. The report's focuses on how various issues of safety and advancing technology affect the role of the human resource manager as it applies to employees. As both the changing need of the airline industry, along with the effects of politics and business, the airline industry is prone to a rapidly changing employee need. In order to match this changing need, the human resource manager will have to utilize various recruitment, screening, evaluation and management strategies. The proposal specifically analyzes both the problems and potential solutions involved in this field.
Table of Contents:
Abstract
Introduction
Proposed Methods
Reflections
Conclusion
From the Paper
"For example, new technology is even affecting the role of the human resources manager in that many human resource function can now be, in a sense, outsourced to a technological program. Recently computer giant IBM reached an agreement to provide American Airlines with all their human resources services software. The technology is aimed at automating services and complement best practices for the human resources administration. Because of American Airlines large employee base, it saw this opportunity as a chance to strengthen its employee's job satisfaction."
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Innovation & Change Management, 2008.
A study of organizational change at Hattersley Electrics.
3,315 words (approx. 13.3 pages), 18 sources, APA, $ 94.95
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Abstract
The paper takes into account the specificity of an organizational change process in a UK manufacturing corporation and discusses the change process and recommendations. The company analyzed is Hattersley Electrics, whose markets are high tech aerospace and defence industries. The paper, documented with tables, discusses how the department was affected by the recession in the airline industry.
Outline:
Executive Summary
Introduction to the Case Study
Change Situation Diagnosis
Recommendations for Achieving Change
From the Paper
"Armstrong (2006) identified two important types of change: strategic and operational. The operational change refers to the implementation of new systems, procedures, structures and technologies with impact upon the organization and its employees. Strategic change deals with "broad, long-term and organization-wide issues" (Armstrong, 2006, p. 344). Such form of change involves moving to a future state defined in terms of strategic vision and objectives. It also includes such issues as growth, quality, innovation and values concerning people, customers and technology. According to this general frame of thought the change at Hattersley Electrics appears to be operational in essence, since the company is concerned to change manufacturing focus and manufacture new products and involves also an organizational restructuring. However, a strategic change is also desirable in that is more focused on people and organizational culture."
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Human Resource Innovation & Change Management, 2008.
An examination of human resource innovation and change management at Boeing.
3,555 words (approx. 14.2 pages), 20 sources, APA, $ 99.95
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Abstract
The paper discusses the topics of human resource innovation and change management. It provides a background of the Boeing Company and an analysis of the changes that occurred and includes recommendations for an implementation plan. The paper states that the Boeing Company transformed itself as a result of a change in business operations. The paper concludes that as long as the company continues to implement changes, the future of Boeing appears bright, and the company will continue to function as the world leader in aerospace.
Outline:
Introduction
Background of Boeing
Analysis of Human Resource Issues
Ethical Concerns & Employee Motivation
Recommendations for Implementing Change
Conclusion
From the Paper
"As a result of Boeing's defense systems, it has a strong international presence and its' mission consists of leadership and impact in the field of aerospace. This mission is felt internally, regionally, nationally and internationally, in research and service. Boeing's objective is to insure that it remains the Cindustry leader in the 21st century, and it has achieved this objective through a number of mergers and acquisitions. For example, in the 1990's Boeing signed an agreement with the three largest aerospace companies in Japan; Mitsubishi Heavy Industries, Kawasaki Heavy Industries and Fuji Heavy Industries. This aerospace agreement has been crucial to Boeing's long term objectives, because these are Japanese companies. Japan is the country that Boeing buys major assemblies, products and services from, and Japan offers extremely low competitive prices. The three Japanese companies are partners in design, manufacturing, and testing portions of the 777's airframe structure. This long-term objective has assisted the company to save millions of dollars on lower priced competitive goods that are necessary to the company functions. The Japanese companies now play more significant roles in the overall production of the 777's, an objective that continues to grow at Boeing."
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Human Resources Challenges, 2008.
A discussion fo the challenges faced by the human resources managers in the airline industry.
1,087 words (approx. 4.3 pages), 6 sources, APA, $ 37.95
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Abstract
This paper examines the ever changing challenges presented to the human resources managers in the airline industries. The paper looks at how the human resources manager in an airline industry has the challenge of staffing for this ever-changing need. The paper then explains that because the airline's needs are in a constant state of flux, the first step the human resources manager must take is to establish a system that allows for a regular evaluation of the need and then recruit based on the evaluated need. The paper also points out that the three main issues that a human resources manager will face in the industry is the increase in the amount of outsourced jobs, recruiting personnel who are qualified to handle the increased level of technology involved in the industry, and to be able to successfully handle employee disputes and possible strikes or other union-based actions.
From the Paper
"As the human resources manager in this volatile industry, it is imperative that one prepare for the worse. To do this, the human resources manager must start by developing a in-depth and comprehensive employee contracting plan, especially in areas where unions are involved. The human relations manager must have a strategic plan as to what they can and cannot afford. This strategic plan must be developed based on a through evaluation of what risks the airline runs of a work stoppage for each of the contractual terms. (Shaw, 2004)."
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Elasticity of Air Travel Demand, 2008.
An exploration of the elasticity of air travel demand in the United States.
2,223 words (approx. 8.9 pages), 6 sources, APA, $ 69.95
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Abstract
The paper attempts to identify the economic and industry specific aspects of varying elasticities of demand for air travel in the United States. The paper explores the consumer's demand in accordance with the recent price increase trends in air travel. The paper then proposes a research study to better measure demand for air travel in the U.S. airline industry.
Outline:
Summary and Introduction
Air Travel Demand Elasticity Ratios
Literature Review
Methods for Measuring Demand for Air Travel in the U.S.
From the Paper
"The concept of elasticity involves the considerations for the occurring trends with consumer demand for a product, good or service that is increasing in price (Moffatt, 2005). As history has shown, when the price of a good or service climbs, the consumers resulting demand will decrease.
"Often, the consumer may begin purchasing less, taking advantage of similar goods or services of a competitor or withdraw entirely from the good or service that is increasing in price. To the degree to which demand decreases while product or service prices climb, the higher the price elasticity of demand. The price elasticity of demand is used to measure the exact economic scale of the correlation between the variances in the degree of demand for a good or service and the changes to their price."
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Southwest Airlines, 2008.
An analysis of the operations, growth, employee, and human resources and marketing strategies of Southwest Airlines.
1,306 words (approx. 5.2 pages), 4 sources, MLA, $ 44.95
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Abstract
This paper discusses the operations strategies of Southwest Airlines. It also looks at the growth strategy and employee strategy of the company, as well as the human resources (HR) strategy and marketing strategy that the company employs. The paper specifically focuses on the successes of Southwest Airlines and the track that it is going to take in the future.
From the Paper
"With the new challenging business environment characteristics, the company is seeking new ways to become more profitable on the market. One of the experiments it committed to was the assigned seats strategy. As previously mentioned, the company had successfully used the no-seat assignation strategy for all its history. The question that was being asked at this time was whether or not the company could save on the benefits coming from seat assignation, such as the capacity to speed up the boarding process and thus lower the time spent by the Southwest aircrafts at airports gates and overall costs. This was also in-line with its strategy of customers first, as the no-assignation policy was generally the number 1 complaint from the clients."
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Airline Demand Analysis, 2008.
This paper explores airlines' utilization of economic factors in yield management.
1,048 words (approx. 4.2 pages), 4 sources, APA, $ 36.95
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Abstract
The paper examines how United Airlines and American Airlines employ strategies of yield management. The paper notes the central role of economic factors in the overall productivity and operatives within the airline industry and shows how these factors are highly susceptible to the specifics of travelers.
Outline:
Introduction
Yield Management
Methods of Operation Directives
Market
Players
Closing
From the Paper
"The airline industry is saturated with different techniques for capitalizing on economical conditions, which are subject to various components. Each sector within the airline industry is constantly refining their yield management productivity. Among these are the traditional carriers that operate in accordance to economical factors, modifying practices in order to achieve the highest level of profitability. The modifications of their practices are subject to the degree of changes that are implemented through pricing and adjustment to capacity. "
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