Abstract
This paper examines how the needs of commercial aviation is continually changing and how, with the desire to grow the manufacturing business, Boeing is continually downsizing and reorganizing, with an optimum goal to yield a highly efficient manufacturing process. It examines how senior managers have faced the challenge by defining four new strategies to lead the company toward this endeavor in the form of goal setting.

Outline
Introduction
Production
Competition
Upgrading Existing Business Units
Design of New Aircraft
Twentieth Century Technology Empowers Boeing's
Transformation of Business Strategy
CATIA and ENOVIA as Enterprise Wide Standards for Digital Design and Manufacturing
Knowledge Work Systems
The Winning Team - Analysis

From the Paper
"Prior to production of the Boeing 777, manufacturing at Boeing was decentralized and non-conducive to information sharing. Production in many areas of design, manufacturing and assembly operations were highly inefficient by virtue of time loss and duplicity; most of which was experienced by engineers who design, prototype, and test airline systems utilizing more than 800 independent computer systems, all of which spoke variations of the same architectural lingo "airplane." The problem was clear to see; the efficiency of communications solutions represented the difference between profits and losses."

Tags:777, boeing, catia, enovia, information, management, system, virtual