Boeing 2005 Annual Report Download - page 7
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“
To accelerate growth and productivity gains across
the enterprise, we rolled out four initiatives that will
provide our people with powerful tools.”
better informed through a net-
worked system of manned
and unmanned ground and air
vehicles and sensors. Conflicts
on the future battlefield will be
determined not by who has
the most assets, but by who
has the best information and
knowledge of the battlespace
— by who can see first, under-
stand first and act decisively.
Boeing Initiatives
To accelerate growth and pro-
ductivity gains across the
enterprise, we rolled out four
initiatives that will provide our
people with powerful tools.
Each of the initiatives is spon-
sored by a corporate officer
with a senior executive
assigned to lead it on a day-to-
day basis. These initiatives are
designed to be measurable —
with clearly defined goals and
metrics over a multiyear time
frame. The four initiatives are:
� Internal services
productivity
Sponsor: James Bell
Leader: Rick Gross
Internal services include our
Shared Services organization
and finance, information
technology, legal and other
functions. One of the main
impacts here will be on pro-
ductivity — in eliminating
redundancy, improving effi-
ciency, and providing more
timely service.
� Global sourcing
Sponsor: Jim Albaugh
Leader: Norma Clayton
We will do a better—a more
disciplined—job of leveraging
the purchasing power of the
entire company. We aim to
achieve greater economies of
scale and to make the most
rational use of the worldwide
Boeing supply chain to drive
down costs and improve both
quality and response time for
ourselves and our customers.
� Lean+
Sponsor: Alan Mulally
Leader: Bill Schnettgoecke
We will continue to accelerate
our application of Lean princi-
ples throughout our factories,
as well as the entire enterprise,
as we move it to our front
offices and back shops,
upstream to our partners and
suppliers, and downstream to
our customers. Lean principles
must be deeply embedded in
everyone’s thinking across the
company as we apply them
more broadly and more inten-
sively to everything we do.
� Development process
excellence
Sponsor: Jim Jamieson
Leader: Nan Bouchard
This initiative is about increas-
ing the speed and improving
the yield of both our traditional
research and development
and major development pro-
grams such as the 787
Dreamliner and Future Combat
System. Like other parts of the
business, the effectiveness
and productivity of our R&D
efforts will be measured, and
managed, with a view toward
eliminating duplication of effort,
maximizing return to share-
holders, and ensuring that we
are pursuing the right programs
and the right products — from a
customer-oriented perspective.
Leadership
Leadership development is the
key to driving sustainable
growth and productivity, and I
consider it one of my top pri-
orities. Through a collaborative
effort involving the entire exec-
utive council, we have devised
our own leadership model. In
it, we not only define leader-
ship; we also operationalize it.
We lay out the roadmap by
which we model it, teach it,
5