Professional Documents
Culture Documents
ORGANIZATIONAL PROFILE
Market
Segment
Business
Production
Life Cycle
Support
5+ Years
2+ Years
60+ Years
Product/Service
Aircraft flight and
maintenance simulators
Training
Aircrew and
Systems
maintenance training
and
Services
Courseware
(TS&S)
development
Classroom/field training
Aircraft spare parts,
Spares and
repairs, and retrofit kits
Technical
Technical publications
Data
(aircraft manuals and
(S&TD)
other information)
Aircraft modernization
Modernization and programs, re-engining,
structural modifications,
Upgrades
avionic systems
(M&U)
upgrades
Contractor Personnel services,
Logistics
modification support,
Support
engineering technical
and
services, field aircraft
Services
maintenance and
(CLS&S)
technical support
MainteMajor aircraft
nance and modifications and life
Modificaextension programs
tions
Field maintenance and
(M&M)
modification support
Life Cycle
Integration of multiple
Customer
support elements into a
Support
single program
(LCCS)
Delivery Mechanism
Installed at customer site
Performed by technicians at customer sites
Transmitted electronically to customer sites
Performed by instructors
Delivered to various
customer sites
Delivered electronically
or hardcopy to customer
sites
Performed at both AS
and customer sites
Performed at both AS
and customer sites
Performed at AS sites
Performed at customer
sites
Delivered to various
customer and AS sites
GP40023002.doc
GP40023003.doc
U.S.
International
Contractor
Life Cycle
Logistics Support
Customer
er 3
i
T
and Services
Support
:
up
r Gro -Maker r/
e
m
o
n
sio
epe
Cust
Deci Gatekeencer
cer
u
Spec
l
f
luen
f
In
n
I
ific G
/
r
overn
Use
C
m
Such ustomers ent
as:
Training - Air Fo
Maintenance
rc
System and - Army e
and
Services - Navy
Modifications
- Hom
ela
- Stat nd Defen
e Dep
se
a
Com or rtment
merc
r1
ial
Cust
: Tie
p
omer Custome
u
rs
Grou
Gro
p: Tie
mer
Spares and
Modernization
r 2 Custo
Technical Data
and Upgrades
GP40023004.ai
1.
2.
3.
4.
5.
GP40023006.doc
700
GP40023005.ai
500
504
400
385
300
300
200
100
0
2001
2002
BASC
Ft. Walton Bch
Oklahoma City
600
Wichita
St. Louis
Mesa
BAL
So Cal
9%
Oklahoma
City
14%
Philadelphia
64%
AS Strategic Challenges
Reluctance/inability of customers to commit long-term
Low-cost competitors
Legislative and regulatory market constraints
Diverse markets/customers and business complexity
Maintaining a competent and skilled workforce
2003
GP40023029.ai
Category 1
LEADERSHIP
Leaders gather workforce issues, identify opportunities for
improvement and flow down strategy by spending time in direct
contact with employees. Two-way communication includes allhands meetings, roundtables, focus group meetings, personal email, and team celebrations. Mass communication is
accomplished via Continuum, an on-line weekly web
magazine. At our Wichita facility, where union representation is
highest, management meets with IAM and SPEEA
representatives on a monthly basis. Leaders also gather input
from our work force through two annual enterprise-wide
surveys: an employee survey and a Leadership
Effectiveness/Multi-viewpoint (MVP) survey that provide
actionable feedback to improve individual leaders and the
Leadership System.
We host supplier conferences at the program and enterprise
level, encourage dialogue between AS senior executives and
supplier senior executives, and sponsor a supplier advisory
council to communicate and address supplier concerns.
Suppliers also participate on Integrated Product Teams (IPTs).
Suppliers are given the opportunity to rate us in terms of how
well we perform as a customer.
yI
ousl
u
n
i
t
Con
ve
mpro
in
earn
Be Ro
l
lity
e Mo
rity
Corpo
ra
Citize te
n
d el s
Integ
Qua
Organizational
& Employee
Learning
Set and
Communicate
Direction
Stakeholder
Requirements
& Expectations
3
Organize,
Plan, and Align
es
5
Reward &
Recognize
VE
AND COM
IC
MUN
Customer
on
Satisfacti
Agility
A n a l y z e & C o m p are
Figure 1.1-1. Leadership system
4
Innov
ation
Perform
to Plan
rT
ea m
we
OL
po
ye
Em
lo
IN
ate
g&
Sharin tive
r
Suppo
rk
Teamwo
TE
M o ti v
rsity
Dive
1
Customer
Workforce
Suppliers
Community
Shareholders
Em
4
Forums
Communication Call
Frequency/Type
Daily/(P, C)
LT Staff Meeting
Weekly/(P, C, STG, O)
Strategic Business
Council
Communication Brief
(MCB)
Business Performance
Review (BPR)
Senior Leadership
Team (SLT)
Weekly or As Needed/(C,
STG, LTG, CON, O)
Monthly (P, O, CP)
Example Outcomes
Ways to better support the customer in
Operation Iraqi Freedom; ability to better
meet customer needs
EPP and key process alignment
Category 2
STRATEGIC PLANNING
2.1 STRATEGY DEVELOPMENT
One of Aerospace Supports strengths is our ability to develop
a sound long-term strategy and create a competitive advantage
by systematically converting our strategic intent into meaningful
action. Through a defined, systematic approach to planning and
goal flowdown, we have developed and executed key strategies
to provide value-added products and services to our customers
through our focus on performance excellence. Our strategic
planning process has evolved from a simple planning
framework, to a more systematic process based upon a Baldrige
award recipients approach, to our current Enterprise Planning
Process (EPP) (Figure 2.1-1). Through our EPP, we align the
organization to achieve our goals and objectives.
2.1a(1) The annual EPP is comprised of four process elements
(Key Data Factors, Strategies, Plans and Execution) with ten
defined steps. In n Guidelines and Constraints are detailed
based upon input from Boeing, IDS, and AS. Through this step,
we ensure AS alignment with the IDS group and the Boeing
Company. These Guidelines and Constraints provide the
baseline assumptions for our EPP. We collect additional key
inputs during step o Yearly Assessments. These assessments
10
Monitor 9
the Plan
SPC & EPT
VSP
Execute
the Plan
All AS
Employees
Guidelines/ SBC
Constraints
2
(Boeing, IDS, AS)
Lessons
Learned and
Process
Improvements
STRATEGIES (FEB-JUL)
Yearly
Assessments
All Planning
Councils
PLANS (MAY-DEC)
SBC
SPCs
4
Develop
Business
Implementation
Plans
EPT
Goal
Flow Down
SBC
6
Create
Financial Plan
VSP
SBC
& EPT
EPT
FCs
Develop
Functional
Implementation
Plans
BIPs
LRBP
SBC
FIPs
5
Allocate
Resources
FIP Goals
Step 4 EPP
IDS Goals
Category 3
CUSTOMER AND MARKET FOCUS
Detailed Customer Knowledge and Focus is a Boeing core
competency and Customer Satisfaction is an AS value. As we
pursue new business, maintain existing business, and deliver
products and services, our Integrated Business Acquisition
Process (IBAP), Figure 3.1-1, guides our actions.
Create
Acquire
Maintain
& Grow
Management Oversight
GP40023013.ai
10
Relationship Excellence
Customers Want Suppliers
That:
Sensitive to Their Point
of View
Understand Their
Expectations
Responsive to Their
Requests
Keep Our Commitments
Category 4
MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT
4.1 MEASUREMENT AND ANALYSIS OF
ORGANIZATIONAL PERFORMANCE
Our performance measurement system drives what we
measure at all levels of the organization. We select, analyze and
align data and information to improve our performance using the
five-step performance measurement system (Figure 4.1-1).
Our performance measurement system begins with gathering
requirements and expectations from stakeholders. We facilitate
the analysis of those data and information through the
integration of n The Leadership System and EPP. The result
is a set of action plans, performance goals, and metrics.
Goals and direction are communicated through the o Goal
Flowdown process to our businesses, sites and functions and are
shared with our customers and suppliers at each organizational
level as appropriate.
Goals and performance expectations are measured through
the p AS Organization at organizational, operational, and
12
Pe
an rfor
d C ma
n
om nc
w
o
mu e R
s
d
l
a
w
o
nic evie
o
G
Fl
/
P
ati w
l
s
P
a
er roc
on
nt ions
e
f
Go
e
t
o
rm ss
em cta
r
Programs/Groups
2
i
an
qu xpe
ce
Re E
l
Pe Indi
ua ent
Individual Employees
rfo vid
d
i
rm ua
iv pm
d
an l
In elo
ce
v
4 Measurement, Analysis and Knowledge Management
e
D
Pe
rfo Org
3
g n
rm
Or ctio
an
Businesses, Sites,
re
i
ce
D
Functions
CUSTOMERS
Performance (Cost, Schedule,
Quality); Technical
(Eng Drawings and Requirements);
Quality (Test, Nonconformance);
Contractual Requirements
SUPPLIERS AND PARTNERS
Schedule, Requirements,
Performance, Supplier Quality
Metrics; Contractual
Requirements
AS EMPLOYEES
Boeing Intranet (News,
Information) Process-Specific
Systems and Data (Accounting
Systems, Operations, etc.);
Performance; HR; Policies
and Procedures
Knowledge
Transfer
Vehicles
PBM, Lean, EI
OJT
Job Rotation
Certification
Professional
Certs. (APICS,
CPM, ...)
Leadership
Training (BLC)
Training via
University
Alliances
Simulation and
Virtual Realities
3 How
Access Requirements
Security and Citizenship
Confidentiality and NonDisclosure Agreements
Data Owner Permissions
Contractual and Program
Requirements
Access Requirements
Security and Confidentiality
Processes for Access Based
On: Organization Structure,
Employee Roles and
Responsibilities
Organizational
Structure and
Work Systems
Natural Work
Groups
IPTs (Internal,
External)
Cross Functional
and Cross
Business Teams
HPWTs, AIWs,
Kaizan Based
Teams, etc.
Process Councils
(Identify and
Share Best
Practices)
Networks and
Servers
Firewall
Databases
E-Mail
Documents and
Files
Systems
Confidentiality
User Friendliness
Qua
Organizational
and Employee
Learning
lity
Stake Holder
Requirements
and Expectations
M o ti v
Customer
Workforce
Suppliers
Community
Shareholders
rsit
Dive
ate
Em
lo
ye
es
g and
Sharin rtive
o
p
Sup
4
Retain Motivated
High-Performing
Workforce
Customer
on
Satisfacti
Agility
Reward and
Recognize
A n a l y z e & C o m p are
In
y
tegrit
e Mo
d el s
Corpo
ra
Citize te
n
Organize,
Plan, and Align
2
Design Work, Acquire
Workforce Set Direction
and Define Expectations
Innov
ation Teamwork
Perform
to Plan
rnin
Lea
Be Ro
l
rT
ea m
ve
mpro
Workforce
Strategies
we
t
Con
I
usly
inuo
Set and
Communicate
Direction
po
5 Develop
Workforce
Em
3
Lead Workforce
and Assess
Performance
January
PE
Salary Review
ti v e s
lD
MVP
is c
la n
April
te P
Performance
Management
Cycle
Infor m a
and Ob
October
da
oa
s G ls
je c
Busines
u s sio n s; Up
PDP/PtP
July
GP40023020.ai
Program/Business Unit
Business/Technology/
Culture/Initiatives
Staffing Forecast
Staffing Plan
Workload
Resources
EEO Representation
Proficiency
Attrition
Boeing
Enterprise
Staffing
System
Job Classification/
Responsibility Guides
Competencies/Attributes
Job Description
Skill Level/Quantity
New
Employee
Experienced/
College Recruiting
GP40023021 ai
Conduct Environmental
Analysis and Determine
Organizational Training Needs
Conduct Individual
Assessments and Determine
Individual Training Needs
BIPs
FIPs
PDP
Random Sampling
Integrate Business
and Individual
Training Requirements
Budget
Compliance
Program Unique
IDS Systems and
Processes
Boeing policies
and Initiatives
General Skills
Symposia/Seminars
Microcomputer
College Study (LTP)
Design New Course
S87001
18
0.25
0.35
0.45
0.55
0.65
Strength of Correlation
0.75
Category 6
PROCESS MANAGEMENT
Our strong focus on process management is reflected in our
organization chart, which shows functional leaders responsible
for people, processes and tools/technology, as integral members
of the LT. Our senior leaderships involvement ensures RAA for
process management is at the highest levels within the
organization.
6.1 VALUE CREATION PROCESSES
6.1a(1) Our over-arching process management approach, which
stems from the Baldrige criteria, is XDefine, YMeasure and
ZImprove as shown in Figure 6.1-1. The latest cycle of
improvement being used to standardize and manage our
processes is PBM, a 7-step methodology for process
management used by Baldrige recipient Boeing Airlift and
Tanker Programs. PBM focuses on measures and improvements
and requires interaction and agreement between the process
owners, users, suppliers and customers. The alignment of
PBMs seven steps to the over-arching approach is shown in
Figure 6.1-1.
How?
Desc.
Steps
1 Define Process
STEP 1
Define the
Process
Six to Ten
Manageable
Steps
STEP 2
Establish
Metrics
Metrics from
Customer s
Perspective
2 Measure Process
STEP 3
Determine
Performance
How You Are
Doing
STEP 4
Stabilize the
Process
Predictable
Performance
3 Improve Process
Return to STEP 3
STEP 5
STEP 6
Set
Develop
Goals
Improvement Plan
Where You Are
Going and Why
STEP 7
Implement
Improvement
Get There
4.0
Integrate
Product/Service
Definition
(Develops
Customer
Technical
Solutions)
5.0
Manage
Suppliers
(Integrates
Suppliers into
Our Business)
6.0
Produce
Product
(Creates
Products/
Services )
7.0
Support
Products and
Services
(Provides
Product Service)
Customer
Workforce
Suppliers
Community
Shareholders
Stakeholders
Examples of
Aerospace Support
Key Processes
6.1 - Value Creation Processes
1.03 - Ensure quality and
mission assurance
StakeHolder
Value added
Key
Performance
Requirements
Associated
Performance
Measures
Provide a competitive
business
Grow our market share
Reduce drawing errors
Meet delivery schedule
Supplier parts/services
delivered on-time
Support small, womenowned and disadvantaged
businesses
Wins rate
% of competitive dollars won
Long range business plan sales
Second effort drawing releases
On-time drawing releases
Supplier on-time delivery %
Affordability savings
Support equipment on-time
delivery
% of supplier business
GP40023026.ai
- Enhances customer satisfaction and loyalty (our excellent past performance record)
- Provides unique product/service not available elsewhere (our resident technical expertise and platform knowledge of Boeing products)
- Provides best-value solution (our ability and willingness to invest funding to achieve long-term lower overall program cost)
- Grows market share and/or stock value (our focus on the AS strategic imperative of 'Growth through Full Service')
- Inserts new tools and technology into processes/workforce
- Enhances corporate citizenship and social responsibility
- Provides high-quality products which meet customer demands (the Boeing Company's industry-recognized quality reputation)
20
Purpose
Statistical approach to measure, analyze and improve processes
Provides a process for radical/rapid improvements
Provides a structured framework for systems and software development
Empowers teams to achieve high performance
Eliminates waste and variance and streamlines process flows
Standardizes process management with a focus on customers and suppliers
Shares proven program management processes
S85918
21
Category 7
BUSINESS RESULTS
% Captured of Available
95
90
85
80
75
2000
2001
2002
Consistent Performance Above Annual Targets
= Better
Comparative Data
Goal
2003 Proj
GP40023030.ai
1999
2000
2001
2002
GP40023028.ai
100
75
% Positive
Percentage
g
100
% Very Positive
and Possitive
50
25
0
75
50
25
2001
2002 2003YTD
1998
1999
2000
S85937
Aerospace Support
Comparative Industry
10/2003
Exceptional
Marginal
% Very Good + Exceptional
Very Good
Unsatisfactory Aerospace Support
Satisfactory
% Very Good + Exceptional
0
Goal
1998
1999
2000
2001
2002
= Better
22
2003
Proj
S85931
75
50
25
0
Goal
1998
1999
= Better
2000
2001
2002
S85935
% Modification Quality
% Positive
100
Averages
90
85
80
75
70
2000
90
80
70
Average Defects
per Aircraft
Goal - 0 Defects
0.2
0.1
2000
Competitor
2001
2002
2003
proj.
= Better
GP40023031.ai
50
100
25
2001
2002
= Better
2003 Proj
S85930
23
Percentage
Percent Follow-on
Capture (Sole Source)
S86059
0.3
75
Goal
Competitor B
0.4
100
2003
YTD
= Better
2002
60
1998
1999
2000
2001
2002 2003 YTD
% Definitely Would + Probably Would for AS
= Better
10/2003
* Year End Projection Comparative Industry Average
2001
Competitor A
Goal
95
75
50
25
0
1999
2000
2001
2002
2003
YTD
= Better
S86060
75
99
% On-Time
100
% Satisfaction
100
50
25
2000
2001
2002
96
2003
YTD
= Better
Customer Reported
Damages per 1000 Flight Hrs
1999
2000
2001
2002
S85957
2001
2002
S85972
2002
S85979
% On-Time
2001
= Better
Goal
= Better
Goal
60
1998
1999
= Better
2000
2001
2002
2003
YTD
S86055
40
20
0
2000
50
.02
.00
Goal
S86061
% of Time Available
Goal
1999
97
98
1999
2000
2001
= Better
2002
S86062
24
Earnings
MCR %
80
60
40
20
1999
1998
1999
2000
2001
2002
2003
= Better
Goal
Plan
= Better
S86103
2001
2002
2003
Proj.
AS Cumulative Growth
Competitor Cumulative Growth
2004
Proj.
GP40006003.ai
Orders
2000
1999
Plan
= Better
2000
2001
2002
2003
Proj.
AS Cumulative Growth
Competitor Cumulative Growth
2004
Proj.
GP40006001.ai
Revenue
Figure 7.3-2 shows Annual Revenue over the past three years.
This growth has been realized in a flat market, resulting in a loss
of market share by our competitors.
1999
Plan
= Better
2000
2001
2002
2003
Proj.
AS Cumulative Growth
Competitor Cumulative Growth
2004
Proj.
GP40006002.ai
25
2000
2001
Revenues
Backlog
2002
2003
proj.
Earnings
Better
2004
proj.
S86120
Percent Positive
200
100
0
3,130
4,600
5,125
2000
2001
Stock Shares Distributed
2002
S86067
60
1999
Premier
300
Orders
Economic Profit
80
70
60
50
40
30
20
10
0
400
Better
Percent Positive
500
450
400
350
300
250
200
150
100
50
0
50
40
30
20
10
0
Premier
1999
Industry
2000
Boeing
2001
IDS
2000
1000
0
2000
2001
Better
1999
2000
Industry
2001
Boeing
2002
IDS
2003
= Better
26
2002
= Better S85840
2002
S85846
80
60
40
20
0
2000
2001
Follow-on Interviews: Overall Learning Transfer
(6-12 months after program completion)
Learning
Behavior
Awareness
2002
=Better
Performance S86069
70
70
60
60
50
Correlation
of 0.90,
Very Strong
40
50
40
30
30
20
20
10
10
0
ESI
0
2000
2001
2002
BLC Attendance by Management
= Better
S86071
2
1
2002
Boeing
BCA
2003
proj.
IDS
2005
2007
proj.
proj.
Goal
= Better GP40006006.ai
1999
Industry
2000
Boeing
2001
IDS
2002
Better
S85848
ESI
Percent Positive
Premier
Premier
100
90
80
70
60
50
40
30
20
10
0
Percent Positive
Percent Effectiveness
100
60
40
20
0
1999
Industry
2000
Boeing
2001
IDS
2002
= Better
Executives
Engineers
Hourly
S85844
27
2001
First Level Managers
Salaried Non-exempt
Middle Managers
2002
Salaried Exempt
= Better
S86070
Percent Positive
2000
Industry
2001
Boeing
IDS
2002
= Better
S85842
40
20
0
2002
2003
Proj.
2004
Proj.
100
95
90
85
80
2000
IDS
2001
2002
= Better
2000
2001
2002
Goal
Best in Boeing
= Better
Figure 7.5-2. Proposal timeliness
S85843
S85998
Average # of Days
Voluntary Terminations
as a % of Workforce
Premier
60
80
% Submitted On-Time
Percent Positive
Boeing
100
Goal
= Better
Comparative Org. SSM Health Care (2002 Baldrige winner) S85991
Customer Satisfaction %
80
60
40
20
0
2000
Industry
2001
Boeing
2002
= Better
S85847
Goal
1998
1999
2000
2001
= Better
2002
2003
Proj.
S86116
28
100
delivery and quality for this process are critical. Figure 7.5-8
shows the positive trends of our internal quality measures.
% On Time
90
80
70
60
50
1999
2000
2001
2002
2003
Proj.
= Better
% On-Time
Goal
S85995
Figure 7.5-4. Engineering drawing on-time releases
% of Second
Effort Releases
1999
2000
2001
2002
2003
Proj.
S86006
Lean Savings $M
1999
2000
2001
2002
S85956
80
60
40
20
0
100
1999
2000
2001
2002
Annual Savings
Goal = 5% Savings
= Better
Cumulative Savings
Figure 7.5-9. Support equipment affordability
80
60
40
20
1999
2000
2001
2002
2003
Proj.
S86013
S85999
100
99
98
97
% Delivered On-Time
% On-Time Delivery
1998
100
= Better
Goal
Figure 7.5-5. Quality of engineering releases
% Parts Accepted
1
0
100
95
90
85
80
1999
2000
2001
2002
2003
Proj.
Goal
S86014
= Better
Figure 7.5-10. Support equipment on-time delivery
96
95
Goal
= Better
Figure 7.5-8. Quality of technical data
10
2000
2001
Goal
2002
2003
Proj.
= Better
S85981
200
180
160
140
120
100
1999
2000
2001
2002
Premier
Industry
Boeing
= Better
Figure 7.5-11. Employee involvement Sample
S85902
100
98
94
92
2000
2001
2002
2003
Proj.
= Better
Boeing Comparative
Goal
Figure 7.5-12. Ethics and guidance training
S86008
% of Positive
Responses
100
90
80
70
60
50
2000
2001
2002
= Better
Goal
A&M IT
Figure 7.5-13. Quality of IS/IT service
2003
Proj.
60
40
20
0
2004
Proj.
S85903
30
2002
S85992
80
60
40
20
0
1999
2000
= Better
Goal
Figure 7.5-15. Defect reduction
2001
2002
S85993
96
1999
80
100
$ Millions
Percent of Employees
Trained
90
100
1999
2000
2001
= Better
Goal
Figure 7.5-14. Cycle time reduction
Cumulative Defect
Reduction %
Baselined To 1998
Employee Involvement
Figure 7.5-11 shows how the total scores for these questions
compare across multiple work areas and sites for a sample
Boeing program.
7
6
5
4
3
2
1
0
2001
2002
2003
2007
2012
Proj.
Proj.
Proj.
Note: Data Was Not Collected at the AS Level Prior to 2001
= Better
Goal
Figure 7.5-16. Technology insertion savings and
revenue
S86119
AS
IDS/A&M
2002
2003
2000
2001
Open Management Actions
= Better GP40023027.ai
Delinquent Management Actions
Actions
2001
2002
2001
2002
(mgrs)
(mgrs)
(non-mgrs) (non-mgrs)
GP40006012.ai
Written Warnings
Dismissals
Suspensions
Verbal Warnings
Figure 7.6-4. Ethics violations, corrective action taken
(IDS)
Rating
BCCC-
70
R
S86111
= Better
Credit Rating Comparison
Figure 7.6-5. Boeing credit rating compared to leading
aerospace companies
60
50
40
1998
1999
2000
2001
2002
GP40006010.ai
AS
Industry
Average
=
Better
Boeing
Q1: Management will act upon reported unethical practices
Q2: I can report unethical practices without fear of reprisal
Q3: I feel free to communicate bad news to my management
2000
2001
2002
GP40006011.ai
= Better
= Better
Inquiries (A&M/IDS)
Allegations (Substantiated)
Figure 7.6-3. Ethics inquiries allegations
31
100
Percentage
% Positive Responses
80
Number of Inquiries
& Allegations
BBBBB-
Raytheon
Northrup
10
10
BAE
20
20
Lockheed
30
40
30
United Technologies
40
Boeing
Average Monthly
Values by Year
80
60
40
20
0
Boeing
AS
Boeing
AS
Boeing
AS
2002
2003 YTD
2001
S86109
Unsatisfactory 10/2003
Satisfactory
Excellent
Marginal
Figure 7.6-6. AS Major site government security audit
results
% Compliant to
ISO 9000
100
75
50
25
0
1998
1999
2000
= Better
Figure 7.6-8. ECF contributions
2001
2002
S86107
40
30
20
10
= Better S86114
Microsoft
Publix Super Markets
The Boeing Company
SBC Communications
Bank of America
IBM
Procter & Gamble
General Electric
United Parcel Service
General Motors
Figure 7.6-9. Total employee contributions (various
companies)
)
350
$/Employee
Dollars/Employee
(Boeing Level)
250
p
50
250
150
50
0
United Parcel Service
The Boeing Company
IBM
Bank of America
General Electric
SBC Communications
General Motors
Microsoft
Publix Super Markets
Procter & Gamble
= Better
S87003
32
CPAR
CPI
CPM
CQI
CRM
CSMS
DCAA
DCMA
DCMC
DoD
DSS
EAC
EADS
ECF
EEO
EI
EOC
EPA
EPM
EPP
EPT
ESI
FAA
FIP
FMEA
GAAP
GFE
GSR
HPWO
HR
IAM
IBAP
IDEP
IDS
IP
IPT
IRAD
IS
ISO9001
IT
ITAR
33
Korean Airlines
Training effectiveness assessment
model
Life Cycle Customer Support
Learning Education and Development
Limited Liability Company
Lean Manufacturing Assessment
Long Range Business Plan
Leadership Team
Learning Together Program
Maintenance and Modifications
Modernization and Upgrades
Mission Capable Rate
Military Standard
Mission, Vision, Objectives, Gaps, and
Strategies
Multiple View Points
Naval Strike and Air Warfare Center
Original Equipment Manufacturer
On the-job Training
Occupational Health and Safety
Administration
Process Assessment System
Process Based Management
Personal Computer
Performance Development Partnership
Performance Evaluation
Program Management Best Practices
Prototyping Management Corporation
Program Management Meeting
Boeing Policy
Boeing Procedure
Preferred Supplier Certification
Quality Assurance
Quality Management System
Responsibility, Authority, and
Accountability
Readiness Assessment Process
Request For Estimate
Request For Proposal
Request for Tender
Return on investment
Spares and Technical Data
Strategic Business Council
Sortie Completion Rate
Securities Exchange Commission
Software Engineering Institute -
SHEA
SIPOC
SJC
SM&P
SPC
SPEEA
SPI
SPO
SSM
SWOT
TAT
TIDP
TNRCC
TPP
TS&S
TTSC
US
USAF
USMC
USN
VIP
VOC
VP GM
VSP
WINGS
34