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Journal articles on the topic 'Boeing 787 Dreamliner'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

DeVries, Peter D. "Boeing 787 Dreamliner: avionics and electronic flight bag." International Journal of Services and Standards 4, no. 2 (2008): 217. http://dx.doi.org/10.1504/ijss.2008.016634.

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2

PANDIAN, Guru, Michael PECHT, Enrico ZIO, and Melinda HODKIEWICZ. "Data-driven reliability analysis of Boeing 787 Dreamliner." Chinese Journal of Aeronautics 33, no. 7 (July 2020): 1969–79. http://dx.doi.org/10.1016/j.cja.2020.02.003.

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3

Paul, Suchandra. "Crisis in Boeing 787 Dreamliner: An Investigation from Project Management Control Perspective." International Journal of Human Resource Studies 8, no. 4 (November 27, 2018): 242. http://dx.doi.org/10.5296/ijhrs.v8i4.13805.

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The organizational project management control has been the area of great interest from long time among the investigators who validated that there is a great necessity of control approaches in an organization to acquire their goals. In this paper, a detailed analysis describing the stages associated with control in project management process has been illustrated. In the first phase the proposed plans are outlined with a follow up on the deviation of the plans with causes. In the final phase a detailed solution analysis was carried on what the company did to fix the series of delays along with some suggestions stating proper ways of dealing the situations. This research gives a wide overview on the problems that 787 Dreamliner faced during its manufacturing and delivery process. The analysis was done on the control perspective. Innovative solutions was laid down which if applied during the service procedures could have avoided the problems related to delay of 787 Dreamliner’s delivery. The main intention of this research is that the solutions and strategies provided can be implemented successfully to the other organization for better planning and handling of entire process ultimately minimizing the downtime and increasing the productivity of the organization.

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4

Barratt, John, and Ken Dowd. "A New Airplane for a New World: The Boeing 787 Dreamliner." Design Management Review 17, no. 4 (June 10, 2010): 25–30. http://dx.doi.org/10.1111/j.1948-7169.2006.tb00059.x.

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5

Kotha, Suresh, and Kannan Srikanth. "Managing a global partnership model: Lessons from Boeing 787 "Dreamliner" program." Academy of Management Proceedings 2012, no. 1 (July 2012): 11970. http://dx.doi.org/10.5465/ambpp.2012.11970abstract.

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6

Song, Tao, Yan Li, Jiashan Song, and Zhao Zhang. "Airworthiness Considerations of Supply Chain Management from Boeing 787 Dreamliner Battery Issue." Procedia Engineering 80 (2014): 628–37. http://dx.doi.org/10.1016/j.proeng.2014.09.118.

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7

Kotha, Suresh, and Kannan Srikanth. "Managing A Global Partnership Model: Lessons from the Boeing 787 ‘Dreamliner’ Program." Global Strategy Journal 3, no. 1 (January 10, 2013): 41–66. http://dx.doi.org/10.1111/j.2042-5805.2012.01050.x.

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8

McMullin, D. L., A. R. Jacobsen, D. C. Carvan, R. J. Gardner, J. A. Goegan, and M. S. Koehn. "The Boeing 787 Dreamliner – a Case Study in Large-Scale Design Integration." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 52, no. 20 (September 2008): 1670–71. http://dx.doi.org/10.1177/154193120805202006.

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9

Schmuck, Roland. "Global supply chain quality integration strategies and the case of the Boeing 787 Dreamliner development." Procedia Manufacturing 54 (2021): 88–94. http://dx.doi.org/10.1016/j.promfg.2021.07.014.

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10

CANTONE, LUIGI, PIERPAOLO TESTA, SVEND HOLLENSEN, and GIUSEPPE FABIO CANTONE. "OUTSOURCING NEW PRODUCT DEVELOPMENT FOSTERED BY DISRUPTIVE TECHNOLOGICAL INNOVATION: A DECISION-MAKING MODEL." International Journal of Innovation Management 23, no. 01 (January 2019): 1950008. http://dx.doi.org/10.1142/s1363919619500087.

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Several studies in the literature have addressed the issue of outsourcing in relation to New Product Development (NPD) or R&D processes. However, the issue of how the outsourcing decisions in the NPD process are best undertaken by the firms has not been fully addressed. Understanding factors influencing the decision of innovation outsourcing more likely remains a need within the current research stream. As it stands, the existing literature takes account of neither a complete set of decision making dimensions, nor the specificity of the NPD process, especially when a disruptive technology fosters product innovation. Although these studies have analysed the antecedents of the innovation outsourcing, the decision-making dimensions are not considered in an integrated multidimensional decision-making model, that considers the inter-related effects of their contemporaneous consideration. There are, therefore, significant gaps in the literature, which this article intends to fill. Our study aims to understand how organisations approach outsourcing decisions relating to NPD activities in technology intensive industries, and the performance implications of these decisions. The context of the study is that of aircraft industry. Therefore, this article discusses the findings of an empirical research that explores an embedded and in-depth longitudinal case study, namely, the Boeing 787-8 programme (the first model of the B787 Dreamliner programme). This new aircraft is a disruptive technology product innovation within the industry because it adopts new material technologies that make it possible to meet future customer needs. The programme has radically changed the partnership model adopted in the industry’s supply chain. The aim of the empirical research is to verify how the proposed model works to investigate outsourcing strategies related to the Boeing 787 Dreamliner programme. The research question that we aim to answer is: which strategic dimensions in a decision-making model are able to extensively and thoroughly address the outsourcing decisions relating to NPD activities given the hypothesis that a disruptive technology fosters product innovation?

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11

RUTKOWSKI, Marcin. "SAFETY AS AN ELEMENT OF CREATING COMPETITIVE ADVANTAGE AMONG AIRLINES GIVEN THE EXAMPLE OF THE AIRBUS A350 XWB AND THE BOEING 787 DREAMLINER AIRCRAFT." Scientific Journal of Silesian University of Technology. Series Transport 108 (September 1, 2020): 201–12. http://dx.doi.org/10.20858/sjsutst.2020.108.16.

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12

Mention, Anne-Laure, João José Pinto Ferreira, and Marko Torkkeli. "Moonshot innovations: Wishful Thinking or Business-As-Usual?" Journal of Innovation Management 7, no. 1 (May 27, 2019): 1–6. http://dx.doi.org/10.24840/2183-0606_007.001_0001.

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‘Our mind-set will be to avoid the moonshot’ said Boeing CEO James McNerney at a Wall Street analysts meeting in Seattle nearly 5 years ago (see Gates, 2014). The ambitious, exploratory and risky endeavour dubbed as moonshot project of the Boeing 787 Dreamliner had sunk billions of dollars in an industry where end-users demanded more comfort and convenience for less cost. According to McNerney, moonshots do not work in a price-sensitive environment. It is argued that they also tend to take the focus away from more immediate value capture opportunities as seen through Google’s loss on its core Cloud Platform to Amazon Web Services (AWS). Google’s parent company Alphabet which oversees Google X (a semi-secret moonshot project lab) more recently reported that it had incurred a US$1.3billion in operating loss on moonshot projects with a sizeable increase in compensation of employees and executives working on these projects (Alphabet, 2018). Notably, none of the Google X lab spin-outs (e.g. Loon – a balloon-based internet project, Waymo – self-driving car project, Wing – drone delivery project) have been identified as commercially viable. Despite the uncertainties and failures, the focus on moonshot innovations continues to proliferate in academia (Kaur, Kaur and Singh, 2016; Strong and Lynch, 2018) and practice (Martinez, 2018). Yourden (1997) even wrote an interesting book on perseverance and tenacity to keep going even after failed projects. Proponents of moonshot thinking have claimed that it can help solve society’s biggest challenges (e.g. cure cancer, see Kovarik, 2018) with some suggesting to encourage such thinking by paying failure bonuses (Figueroa, 2018). Yet others remain sceptical, positing that moonshot is ‘awesome and pointless’ (Haigh, 2019, p.4). A proverbial question, thus, emerges: are moonshot innovations simply wishful thinking or can they be part of business-as-usual? In part, the answer may be two-fold – 1) understanding the value of moonshot thinking, and 2) understanding moonshot challenges. (...)

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13

Jasztal, Michał. "Testing the Process of Evacuation from the Passenger Aircraft with the Use of Computer Simulation." Safety & Fire Technology 56, no. 2 (2020): 22–39. http://dx.doi.org/10.12845/sft.56.2.2020.2.

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Aim: The main aim of the study was to investigate the possibility to use the Pathfinder simulation software to determine the duration of an evacuation and to plan its course for various scenarios of evacuation organisation, for specific profiles and behaviours of passengers and on-board personnel, and for a specific geometrical arrangement of the passenger cabin of a selected passenger aircraft. In addition, the paper discusses selected factors that affect the evacuation from the passenger aircraft. Project and methods: The Pathfinder software used in the research has the graphical interface to create an evacuation simulation model (2D and 3D) as well as tools to visualise the results. Pathfinder is based on artificial intelligence algorithms, in which each passenger has a number of individual features that can influence his/her movements and decisions during the simulation. The simulation of people's movement is determined by their profiles and behaviours, the parameters of which can be entered by means of probability distributions, which makes it possible to take into account the stochastic nature of the evacuation process. Results: The Boeing 787 Dreamliner was selected for the study, for which six options for simulating the evacuation of 252 passengers and eight members of on-board personnel were conducted. The shortest evacuation time was achieved by changing the even distribution of the number of passengers to the individual emergency exits, thus avoiding congestions in sensitive areas of the passenger cabin. The increase in passengers' maximum speed has paradoxically increased evacuation times, as it has increased the intensity of passenger collisions. It was found that one of the key issues affecting the timing of an evacuation is the proper organisation of the evacuation by on-board personnel, who, by guiding passengers through the geometrically most advantageous passageways, results in the fastest possible evacuation. The simulations in variants five and six have achieved satisfactory evacuation times, which are within the emergency aircraft evacuation time limit required in a certification process. Conclusions: The presented simulation models, the results obtained, and the wide range of possibilities of three-dimensional visualisation of research results give a rational basis for the use of Pathfinder software for testing the evacuation process and thus: for the usage in the aircraft design process, for preparing aircrafts for tests, for shaping evacuation procedures, for on-board personnel training and for air accident investigation.

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14

Sabat, Kali Charan. "Boeing's Global Supply Chain for 787 Dreamliner: A Sustainable Competitive Advantage or Lack of Oversight?" FIIB Business Review 4, no. 1 (January 2015): 32–43. http://dx.doi.org/10.1177/2455265820150104.

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15

"Boeing delivers first 787 Dreamliner." Reinforced Plastics 55, no. 6 (November 2011): 4. http://dx.doi.org/10.1016/s0034-3617(11)70149-7.

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16

"Boeing 787 Dreamliner demonstration wing box." Aircraft Engineering and Aerospace Technology 78, no. 6 (November 1, 2006). http://dx.doi.org/10.1108/aeat.2006.12778fab.009.

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17

"Boeing 787 Dreamliner fin rolls out." Reinforced Plastics 51, no. 5 (May 2007): 10. http://dx.doi.org/10.1016/s0034-3617(08)70118-8.

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18

"Composite floor beams for Boeing 787 “Dreamliner”." Aircraft Engineering and Aerospace Technology 80, no. 1 (January 25, 2008). http://dx.doi.org/10.1108/aeat.2008.12780aab.026.

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19

"Boeing 787 Dreamliner structure test a success." Aircraft Engineering and Aerospace Technology 80, no. 6 (October 17, 2008). http://dx.doi.org/10.1108/aeat.2008.12780faf.003.

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20

Gudmundsson, Sveinn Vidar. "Global Partnering: The Boeing 787 Dreamliner and Beyond." SSRN Electronic Journal, 2015. http://dx.doi.org/10.2139/ssrn.2654993.

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21

"Boeing Simulates and "Manufactures" 787 Dreamliner with 3D PLM." Aircraft Engineering and Aerospace Technology 79, no. 3 (May 22, 2007). http://dx.doi.org/10.1108/aeat.2007.12779cab.001.

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22

"Boeing completes destructive testing on 787 Dreamliner wing box." Aircraft Engineering and Aerospace Technology 81, no. 2 (January 23, 2009). http://dx.doi.org/10.1108/aeat.2009.12781baf.005.

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23

"Research on the Over-outsourcing in Aviation Manufacturing Industry— Case Analysis based on the Boeing 787." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 17 (May 18, 2020). http://dx.doi.org/10.37394/23207.2020.17.49.

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In recent years, outsourcing has become a major trend with more and more companies contracting work out to 3rd parties. The aircraft giant—Boeing company，also regards outsourcing as an important way of its production process. In 2003, under the influence of Toyota production system(TPS),Boeing adopted a new manufacturing model to produce the airplane—Boeing 787 Dreamliner. It outsourced more than 70% of the development and production of its aircraft under a 3-Tier system .However, the excess outsourcing has caused lots of problems such as communication issues, lengthy delays and unexpected increased costs. Starting from the practice of Boeing 787 project's global supply chain strategy, this paper analyzes the reasons as well as problems faced by Boeing for outsourcing such a big project, and draw some lessons on how to strengthen the management from the failure of Boeing 787’s early outsourcing stage.

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24

Aboussalah, Amine Mohamed, Tiphaine de Pommereau, Raphaël Leyder, Julien Wagon, and Toussaint Wattinne. "Can the Problems Faced by the Boeing 787 Dreamliner Be Explained by Boeing’s Innovative Supply Chain Strategy?" SSRN Electronic Journal, 2013. http://dx.doi.org/10.2139/ssrn.3748159.

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25

Weir, Bretton. "Soaring to green heights: The current sustainable initiatives in the commercial airline industry." Earth Common Journal 3, no. 1 (September 29, 2013). http://dx.doi.org/10.31542/j.ecj.86.

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The air travel industry is changing. The needs of the environment are being considered and research into ways of improving the industry is being explored. This paper explores the current climate in the commercial airline industry, paying special attention to the ways in which Boeing and Airbus are ensuring the developments of greener technologies. Included is an examination of a diverse range of the research and literature available on the aviation industry and the impacts it poses on the environment in its current state. With that, the question of corporate social responsibility is acknowledged along with a deeper look into the sustainable practices in the industry. Additionally, the paper compares the Boeing 787 Dreamliner to the Airbus A380, two of the most eco-friendly commercial wide-body aircrafts on the market. Ways in which the industry utilizes the PRME principles are also mentioned.

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26

"Boeing simulates and "manufactures" 787 Dreamliner at industry-first event with 3D PLM from Dassault Systèmes." Industrial Robot: An International Journal 34, no. 3 (May 8, 2007). http://dx.doi.org/10.1108/ir.2007.04934cab.008.

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27

"HCL Technologies puts employees before customers." Human Resource Management International Digest 22, no. 1 (January 7, 2014): 11–14. http://dx.doi.org/10.1108/hrmid-01-2014-0005.

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Purpose – Reveals that, in an era when almost all businesses accept that the customer comes first, a company that is putting its employees in pole position is reaping the benefits in terms of innovation, customer satisfaction and profitability. Design/methodology/approach – Underlines the reasons for the employee first, customer second approach at HCL Technologies, the information-technology and software-development division of HCL Enterprise, how this has evolved into the corporate philosophy of “ideapreneurship” at the company and the effects of this corporate philosophy. Findings – Explains that grassroots innovation has led to 20,000 ideas being put forward by some 12,000 employees over the last eight years. Almost 4,500 ideas have been implemented and a further 3,000 are being introduced. They have generated more than $250 million of value. On a wider level, HCL has seen a 500 percent increase in revenues since 2005. Practical implications – Demonstrates that the company, a software-engineering partner for Boeing's 787 Dreamliner passenger jet, is delivering one of the best returns on equity among offshore IT providers by creating an entirely differentiated set of offerings focused both on running and changing the business. Originality/value – Reveals an unorthodox approach to human-resource management that has helped to turn round the fortunes of an information-technology company.

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