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Management Planning – Boeing’s Future On Track

Researched and Authored by: Michael J. Spindler of Local Music Hits

The Boeing Corporation has a unique organizational structure which consists of essentially two business solutions that are tied together via nine levels of corporate functions. The two businesses are Commercial Airlines and Integrated Defense Systems. From the top to bottom, the corporate functions that govern this corporate machine are, Business Development and Strategy, Communications, Engineering, Operations and Technology, Finance/Shared Services Group/Boeing Capital Corp., Human Resources/Administration, International, Law, Office of Internal Governance, and Public Policy. For a company that employs over 150,000 people across 71 countries, this can be a daunting task, and it all begins with and ends with Business Development and Strategy.

The driving force behind the Boeing Corporation is of course the stakeholders, which include: Customers, Employees, Shareholders, and Communities. The management model used to direct the companies planning and focus is simple but effective method for planning, acting, analyzing, and reinforcing methods that produce results. These are driven by Boeings aptitude to encourage growth and leadership from within the organization. By making employees share in both the successes and failures of the company, Boeing in turn receives: committed, performance-driven management at all levels. This is achieved primarily by preparing employees through education throughout the organization and then to apply knowledge as defined by the following model.

1. Define financial objectives, while producing high quality innovative products, and minimizing the impact to communities and the environment.

2. The Initiative Toolkit – Customer Satisfaction and Growth in productivity are always in a state of balance and realignment.

a. Growth in customer satisfaction.

b. Growth in productivity, advancing processes and technology while remaining competitive.

3. Financial Performance – This is the stage in which the company evaluates how economic profits are affected by decisions in the previous step of maintaining or fostering greater customer satisfaction and growth in productivity. It is in this stage that an analysis is done to compare the original financial objectives and how these two areas are impacting the goals of the company.

4. Delivered Results – Stock Price and Performance to Plan

a. Stock Price – An evaluation of how previous action, corrections, and implementation, have affected the stock price of Boeing.

b. Performance to Plan – This is where employee accountability is accounted for and the impact that it has had on the Financial Performance that has either enhanced or degraded to original vision set forth in the Financial Objectives set by executive staff.

5. The last step is in how the plan has been executed and how that impacts all parties with a vested interest with the company. This includes employees, customers, shareholders, and the numerous communities that are directly impacted by the economic security a company this size will have on the region. (Boeing Corporation, 2007)

The Boeing Corporate headquarters, based in Chicago Illinois, is where the previously outlined model is implemented, analyzed and altered according to needs and changes. The primary focus includes Growth Strategies in the global market, financial goals and performance, leadership development, and of course ethics and compliance. It is also a depot so to speak where sharing best practices, technologies and productivity improvements are pooled. This is a critical area as it is of tremendous value in determining the course of the company and identifying areas of that could use improvement.

Factors that influence the company’s strategic, tactical, operational, and contingency planning include innovation, profitability, and environmental concerns. Of course there are numerous other issues to consider that have an affect on how business is focused. In consideration of short duration of this paper, these three have been chosen as the focal points.

As Boeing is the industry leader in commercial and military aircraft, as well as launch platforms and satellite technology. Great care and continued education of employees at all levels is encouraged to help the company creatively resolve technical barriers that may stand in the way of pushing technology forward. Considerations to take into account are capitol investments, human resources and time. The products that could be developed need to be assessed for marketability, feasibility, and cost effectiveness. The base question is always, will investment into these specific products open doors for profits, and if so, what time frame could the business expect to see a return. Of course there is a myriad of question as to if the product aligns with current visions in place, and is in line with the direction of the industry that the company is focused on.

The products that Boeing selects directly impact the profitability of the company. Concerns once again are into research and development, and durations between innovation and returns on investments. Boeing currently has three major areas of focus in business. The commercial airline and the integrated defense systems compose of 97 percent of the total earnings for Boeing. While 70 percent of the airline manufacturing is to foreign sales, the balance and cross over of technology developed in one division and applied to the other help to keep Boeing profitable and competitive in this industry.

“One of Boeing’s many strengths is the company’s deep commitment to involving customers in all phases of planning and operation.” (AQA, ) It is the customer that Boeing is here to serve. Boeing’s ability, to bring a product of highly complex systems customized for airline and aerospace industries, is what makes planning and operations that much more multifaceted. This flexibility provides an environment where pushing technology to a new level is customer driven. We would still be flying in biplanes if it were not for the industry serving the customers needs. The customers’ needs are to provide services to their own customers with these improved technologies that give them an edge in the market niche. Of the bigger customers the United States government, a direct correlation can be drawn through how technology developed for military use, can be applied to the commercial airline business to make for a safer airline industry. These improvements translate into a burst of consumer confidence as air travel has become safer over the years. This ability of engineers, designers, and customers working to achieve a common goal is one that requires great leadership at every level of the organization.

In regards to environmental concerns, air traffic makes up only a small percentage of the air pollution produced by the world. However, as fuel costs rise, and clean air has become a priority. Boeing has “improved airplane fuel efficiency by 70% over the past 40 years, with a corresponding reduction in CO2 emissions. Current models also are 75% quieter than airplanes 40 years ago” (BC, 2007). Not only does this improve Boeing’s corporate image to the world, but efficiency means lower costs to the final people involved, the consumers. Without whom, Boeing would not have a purpose to exist.

References – Do Not Strip Article References

AQA (). BOEINGBoeing (formerly McDonnell Douglas Helicopter Systems). Retrieved November 1, 2007, from http://www.arizona-excellence.com/Member_Profiles/Boeing.html

Boeing Corporation (2007, October). The Boeing Company. Retrieved November 01, 2007, from http://www.boeing.com/companyoffices/aboutus/overview/powerpoint/boeing_overview.ppt

Researched and Authored by: Michael J. Spindler of Local Music Hits

Free to distribute – However- Do not strip Research Article References, remove the HTML if needed, but keep the URL text.

Do Not Remove the Authors name: Michael J. Spindler and keep all hyperlinks pointing to: http://www.localmusichits.com – I use software that compares my “library” and scours the web for postings. When I find my article on your site and you have not followed the above binding agreements, Lawyers will be sending letters. A considerable investment of time is involved with this content.

About the Author: Michael J. Spindler Michael has a multitude of interests, from Local Music Bands, Arts, Psychology, Sociology, Business Techniques and many more… As time goes by, most of my articles will focus on the world of Local Music. But at this time, I would like to share with you my other varied interest.

Samsung Users Join Growing Community of Location-Based Social Networking and Share “Where” Anywhere with GPS Tracking Apps  

Los Angeles, CA, August 17, 2010 (GLOBENEWSWIRE)–As it crosses 600,000 downloads in 84 countries, LOCiMOBILE®, Inc. a wholly-owned subsidiary of GTX Corp (OTCBB: GTXO), has inked a deal with Samsung Electronics Co, Ltd., the world’s second-largest handset manufacturer in 2009 with sales of more than 235 million units (source, Gartner February 2010) to deliver its family of GPS Tracking Apps to Samsung’s new line of smartphones and bada platform.  

Samsung, a leading mobile phone provider, launched its own open mobile platform, Samsung bada, in December 2009. This new addition to Samsung’s mobile ecosystem enables developers to create applications for millions of new Samsung mobile phones, and offers consumers a fun and diverse mobile experience. Samsung chose the name “bada”—which means “ocean” in Korean—to convey the limitless variety of potential applications that can be created using their new platform.  

In the agreement, GTX Corpwill develop versions of its tremendously popular GPS Tracking apps specifically for mobile phones that will run Samsung’s new bada operating system.  GTX expects its GPS Tracking apps to be featured for sale on the Samsung Application Store beginning in October 2010. Of the 40 million estimated Samsung handsets expected to ship between now and mid-2011, 15-20 million will be the new “Scotia” models, to be shipped before the end of 2010.  

“The Samsung bada platform further advances our march towards universal availability for our people-finder apps,” says GTX Corp CEO Patrick Bertagna.  ”We’re delighted to have been asked by Samsung to participate in this new market and add the bada platform to our current list along with Apple, Android and RIM. We anticipate bada to be huge out of the gate and a tremendous boost to our business in the US and worldwide.”  

GTX Corp’s announcement follows on the heels of an 89% increase in its revenues over the previous quarter and a number of recent software and hardware deals, including the launch of its new consumer based social networking portal http://www.gpstrackingapps.com/. The company also formally launched its GPS Tracking app for the iPad several weeks ago and has already updated that app to version 1.1, and is launching a new GPS camera app this coming month, which will continue to add value to the growing suite of LOCiMOBILE GPS apps.   

On the hardware side, developments include embedding miniaturized GPS tracking devices in the Aetrex Ambulator® GPS shoe, which just debuted to the trade at the WSA Show in Las Vegas, and for packages with international shipper MNX.

For more information visit http://www.worldmarketmedia.com/779/section.aspx/2247/post/samsung-and-gtx-corp-sign-definitive-agreement-to-deliver-gps-tracking-apps-to-40-million-new-phones

Post by (Ugg boots sale) August 2010

Aug. 12 (Bloomberg) — Japanese stocks fell, dragging the Nikkei 225 Stock Average close to a bear market, as the yen near a 15-year high against the dollar threatened export earnings.

Nintendo Co., a maker of video-game machines that counts the Americas and Europe as its biggest markets, sank 3.8 percent as the yen climbed on concern the U.S. economic recovery is in jeopardy. Sony Corp., which gets more than 70 percent of its revenue abroad, dropped 2.8 percent. Mitsubishi Corp., Japan’s biggest commodities trader, retreated 1.8 percent after prices of oil and metals declined on speculation demand will slow.

“Global business confidence is bad,” said Mitsushige Akino, who oversees about $450 million in assets in Tokyo at Ichiyoshi Investment Management Co. “Investors are now focusing much more on psychological concerns than on the real economy.”

The Nikkei 225 fell 2 percent to 9,111.24 as of 10:34 a.m. in Tokyo, the biggest drop among Asia-Pacific equity benchmarks. The gauge has lost 19.6 percent from an 18-month high on April 5. Some analysts consider a 20 percent drop from a recent high signals the beginning of a bear market.

The broader Topix index slumped 1.8 percent to 819.26, with more than 12 times as many shares declining as advancing. More than 360 stocks in Japan dropped to 52-week lows today, while none rose to 52-week highs.

The declines cut the average price of stocks in the Topix to 15.2 times estimated earnings, the cheapest level since October 2008, according to data compiled by Bloomberg. Equities have fallen this year on concern Europe’s debt crisis, China’s steps to cool its property market and a slowing U.S. recovery will crimp global economic growth.

Goldman Sachs Group Inc. lowered its 12-month forecast for the Topix to 920 from 1,020, according to a report dated Aug. 11.

Yen Hurts Exporters

Nintendo Co., the world’s largest maker of portable video- game machines, sank 3.8 percent to 22,260 yen, the biggest single drag on the Topix. Sony, the maker of Bravia televisions and Cyber-shot cameras, slid 2.8 percent to 2,533 yen. Panasonic Corp., an electronics maker that gets more than half its sales abroad, lost 2.1 percent to 1,054 yen.

The yen appreciated to as much as 84.73 against the dollar yesterday, its strongest level since July 1995. Against the euro, it rose to 109.24 today in Tokyo, the most in more than a month. A stronger yen reduces the value of overseas income at Japanese companies when converted into their home currency.

The yen has averaged about 91 against the dollar in 2010, on course for its strongest year against the greenback since currencies began trading freely in 1971, according to data compiled by Bloomberg and based on each day’s closing level.

Market Rout

The Japanese government will survey companies about the effects on business of the yen’s strength and report back this month, the Nikkei newspaper said, citing the minister of economy, trade and industry.

Japan’s large manufacturers based their budgets for this fiscal year on an average of 90.18 yen per dollar, according to the Bank of Japan’s quarterly Tankan survey released July 1.

Equities worldwide plunged yesterday, with the Standard & Poor’s 500 Index dropping the most since July 16, after the Federal Reserve said on Aug. 10 in Washington that the U.S. economic recovery is slowing and needs fresh stimulus.

Also, the Commerce Department said yesterday that the U.S. trade deficit unexpectedly widened by a record $7.9 billion in June as imports rose and exports fell.

Mitsubishi Corp. slid 1.8 percent to 1,839 yen and JX Holdings Inc., Japan’s biggest copper producer, tumbled 3 percent to 447 yen.

Crude oil for September delivery sank 2.8 percent in New York yesterday, the lowest settlement since July 28. The London Metal Exchange Index of six metals including copper and zinc declined 1.7 percent, falling for a second day.

–With assistance from Anna Kitanaka in Tokyo. Editors: Nicolas Johnson, Nick Gentle.

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