Control Mechanisms and the Boeing Corporation
Control Mechanisms Paper and The Boeing Corporation
Annette Bauer, Latresha Fowler Ockletree, and Paula Prasatik
MGT/330
Mark Hardee
October 4, 2010
Every organization utilizes some form of control to maintain there organization. Boeing is no exception. Some of the controls that Boeing uses are: six sigma, budgetary controls, Employee Incentive Program (EIP) and Employee Assistance Program (EAP). Control mechanisms are used by organizations to assist in regulating procedures. This paper will identify the way these controls are applied, compare and contrast them, determine the effectiveness of them, examine the positive and negative reactions to the use of these controls and explain how they impact the four functions of management.
The primary control mechanism that Boeing utilizes is Six Sigma. It is a Bureaucratic Control approach, which emerged in the late 1980,’s and was developed by Motorola (Bateman & Snell, 2009, p. 581). Six Sigma is a highly defined discipline and its roots are “a particularly robust and powerful application of feedback control” however, it “aims for defect-free performance” (Bateman & Snell, 2009). Boeing first referred to their method of manufacturing as ‘Lean’ but later adopted the term ‘LSS’ (Lean Six Sigma), as “they began to complement their Lean initiatives with Six Sigma” (Marx, 2005, para. 3).
In an article published by Boeing Frontiers Online, author Rick Roff (2005, p. 1) writes, “Six Sigma is a rigorous methodology to improve both manufacturing and business process controls, uses a disciplined approach called Define, Measure, Analyze, Improve and Control. It relies on data and facts to find root causes that improve parts and processes, relationships with customers and the company 's bottom line.”
Boeing’s latest innovation is its 787 Dreamliner. It has been designed and manufactured using the latest in technology advances. According to Boeing (n.d.), “the 787 will provide airlines with
Annette Bauer, Latresha Fowler Ockletree, and Paula Prasatik
MGT/330
Mark Hardee
October 4, 2010
Every organization utilizes some form of control to maintain there organization. Boeing is no exception. Some of the controls that Boeing uses are: six sigma, budgetary controls, Employee Incentive Program (EIP) and Employee Assistance Program (EAP). Control mechanisms are used by organizations to assist in regulating procedures. This paper will identify the way these controls are applied, compare and contrast them, determine the effectiveness of them, examine the positive and negative reactions to the use of these controls and explain how they impact the four functions of management.
The primary control mechanism that Boeing utilizes is Six Sigma. It is a Bureaucratic Control approach, which emerged in the late 1980,’s and was developed by Motorola (Bateman & Snell, 2009, p. 581). Six Sigma is a highly defined discipline and its roots are “a particularly robust and powerful application of feedback control” however, it “aims for defect-free performance” (Bateman & Snell, 2009). Boeing first referred to their method of manufacturing as ‘Lean’ but later adopted the term ‘LSS’ (Lean Six Sigma), as “they began to complement their Lean initiatives with Six Sigma” (Marx, 2005, para. 3).
In an article published by Boeing Frontiers Online, author Rick Roff (2005, p. 1) writes, “Six Sigma is a rigorous methodology to improve both manufacturing and business process controls, uses a disciplined approach called Define, Measure, Analyze, Improve and Control. It relies on data and facts to find root causes that improve parts and processes, relationships with customers and the company 's bottom line.”
Boeing’s latest innovation is its 787 Dreamliner. It has been designed and manufactured using the latest in technology advances. According to Boeing (n.d.), “the 787 will provide airlines with