http://hdl.handle.net/1721.1/1784 MIT's Labor Aerospace Research Agenda is committed to advancing theory, practice, and policy with respect to the 21st century aerospace workforce. http://dspace.mit.edu/retrieve/1446 http://hdl.handle.net/1721.1/1784 Search the Channel search http://dspace.mit.edu/simple-search http://hdl.handle.net/1721.1/3521 Title: Rockwell Collins & IBEW Locals 1362 and 1634: Investing in Knowledge, Skills, and Future Capability in an Uncertain Business Environment. <br/> <br/>Authors: Barrett, Betty <br/> <br/>Abstract: The post-September 11th economy has confronted Rockwell Collins in Cedar Rapids, Iowa with hard choices. Faced with the need to cut costs, including laying off significant portions of the work force, the company and its unions still maintain a commitment to knowledge retention and knowledge building. This case study chronicles the efforts of this leading producer of advanced communication and aviation electronics for the commercial market and the defense industry to balance the costs of maintaining productive effectiveness while responding to market pressures. The company is faced with increased technical requirements and depressed demand for its products, which include: in-flight entertainment systems, aircraft communication systems, global positioning systems (GPS), flight deck displays (including collision alert systems and virtual landing aids), communications systems, and automatic flight controls. Survival depends on walking a strategic knife edge to sustain the bottom line and still maintain the innovation and flexibility needed to build products to market demand. <br/> <br/>Description: Case study Fri, 06 Jun 2003 18:39:33 GMT http://hdl.handle.net/1721.1/1858 Title: Developing a 21st Century Aerospace Workforce <br/> <br/>Authors: Joel Cutcher-Gershenfeld; Thomas Kochan; Betty Barrett; Eric Rebentisch; Rob Scott <br/> <br/>Abstract: Across the industry there are leaders at every level who are being challenged to think and act in new ways. The same is true for this commission. This can't be a "business as usual" review of the industry's status. As the first such government commission in this new century we are faced with a unique opportunity and a unique set of challenges. In this paper we provide analysis and recommendations on human capital issues that are simultaneously designed to be practical and visionary -- aimed to address root causes, not symptoms. <br/> <br/>Description: White Paper Version 2 Wed, 16 Apr 2003 16:36:57 GMT http://hdl.handle.net/1721.1/1843 Title: Fostering Continuous Improvement in a Changing Business Context <br/> <br/>Authors: Cutcher-Gershenfeld, Joel <br/> <br/>Abstract: For over five decades, Textron Systems has been an important contributor to the U.S. defense aerospace business. Its breakthroughs in thermal protection materials enabled NASA Apollo command modules and Air Force intercontinental missiles to successfully re-enter the earth’s atmosphere. High strength, lightweight boron composites from Textron Systems help carry the primary structural load in the Space Shuttle orbiter and today’s aircraft carriers rely on Textron’s automated landing systems. Textron highlights smart systems, including smart air and ground munitions, as its unique value add in the 21st Century global marketplace -- products that can rapidly acquire, analyze and act on real-time data inputs. For most of its products, such as the smart munitions, Textron Systems is a prime contractor with the U.S. government, while it also serves as a first-tier supplier for other technologies, such as boron composite components. The uncertainties associated with each role -- contractor and supplier -- are different and both are part of the Textron story. The constant adaptation of its product line and business strategy is a defining feature of Textron Systems as a business. This is a significant accomplishment for the business, but a constant challenge when it comes to work organization and skill development. Beginning with quality principles in the 1980s and extending into lean principles in the 1990s, workplace change initiatives have been seen by Textron Systems as key to business success. The current initiative, which is entitled “10X” targets not just incremental gains, but performance gains of an order of magnitude or gains that are ten times current performance. Concurrently, Textron has long invested in employee training and development, another significant part of this case. Textron Systems is part of the larger Textron Corporation, which includes the Textron Automotive Corporation, Cessna, Bell Helicopters and other businesses -- all of which have a high degree of autonomy. Textron Systems is based in Wilmington, Massachusetts, with additional facilities in three other locations. This case study is focused on the Wilmington operations, which are non-union. As a 1,400-person facility, the spirit of the operation is reflected in an internal presentation slide that features a picture of a huge gorilla and the statement, “We’re competing with mega <br/> <br/>Description: Case study Sun, 29 Oct 2000 22:58:59 GMT http://hdl.handle.net/1721.1/1597 Title: A Decade of Learning: International Association of Machinists/Boeing Joint Programs. Seattle, Washington, 2001. <br/> <br/>Authors: Kochan, Thomas <br/> <br/>Description: This national joint training initiative, funded at 14 cents per payroll hour worked, represents a key institutional innovation. Negotiated under Article 20 of the contract, this program has evolved over its first decade of experience. It expands life long learning to nearly all hourly workers. Major components of the program include: Layoff and Redeployment assistance, The Health and Safety Institute; Career and Personal Development; Classroom Training; Personal Enrichment, and High Performance Work Organization (HPWO). After a decade, the joint programs have reached between 40 and 50% of bargaining unit employees. Lean initiatives at Boeing are largely separate from the National Joint Training programs. The joint training programs have attractive design features and a steady stream of funds - so perhaps they should be more tightly linked. The program is jointly governed and staffed and thereby provides shared ownership from management, the union and the workforce. Its full potential will only be realized, however, when line managers see it as a core resource. Sun, 29 Oct 2000 22:58:59 GMT