2026-09-21T03:31:01Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/660612022-01-27T21:15:03Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Georgia Perakis and Daniel Whitney.
Awe, Adesoji Oluseyi
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Electrical Engineering and Computer Science
Sloan School of Management
2011-09-27T18:38:16Z
2011-09-27T18:38:16Z
2011
2011
http://hdl.handle.net/1721.1/66061
753700755
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; in conjunction with the Leaders for Global Operations Program at MIT, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 65-67).
Strategy formation and implementation is critical to the growth and success of companies. Typically, modification of corporate level strategy necessitates division level changes as well. These changes are eventually implemented at the department level and depending on the magnitude of the change, it can have a significant effect on the way employees perform their day-to-day activities. The objective of this thesis is to illustrate how Boeing's adoption of lean manufacturing and Propulsion Systems' - division responsible for engine build-up - vision of "One Line, One Way, One Day" alters the engine build-up process. Previous improvement studies on engine buildup take into account the flexibility and mobility of tooling equipment. This thesis builds on that idea and provides a business case for four (4) alternate approaches that align with the aforementioned corporate initiatives. The final recommendation is based on an in-depth analysis of the costs, risks, tangible and intangible benefits, of the alternate approaches. It will enable managers to make informed decisions on the future of engine build-up with the ultimate goal of developing a mixed model engine line without monuments.
by Adesoji Oluseyi Awe.
S.M.
M.B.A.
68 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Electrical Engineering and Computer Science.
Leaders for Global Operations Program.
Production flexibility : an empirical analysis of engine build-up at the Boeing Company
Empirical analysis of engine build-up at the Boeing Company
Thesis
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<Abstract>Strategy formation and implementation is critical to the growth and success of companies. Typically, modification of corporate level strategy necessitates division level changes as well. These changes are eventually implemented at the department level and depending on the magnitude of the change, it can have a significant effect on the way employees perform their day-to-day activities. The objective of this thesis is to illustrate how Boeing's adoption of lean manufacturing and Propulsion Systems' - division responsible for engine build-up - vision of "One Line, One Way, One Day" alters the engine build-up process. Previous improvement studies on engine buildup take into account the flexibility and mobility of tooling equipment. This thesis builds on that idea and provides a business case for four (4) alternate approaches that align with the aforementioned corporate initiatives. The final recommendation is based on an in-depth analysis of the costs, risks, tangible and intangible benefits, of the alternate approaches. It will enable managers to make informed decisions on the future of engine build-up with the ultimate goal of developing a mixed model engine line without monuments.</Abstract>
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