Bombardier Case

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Operation (System 1: S1) Operation is the center of the model which consists of the Operational units (O/u) that carry through the production activities of goods and services. It could be a company division or department, a team, or an individual. Varying on the focus system that the organization want to analyze but every O/u must be a feasible system and be offered with adequate independence for surviving with changes in the local environment. According from the Bombardier case study, the company contains 4 departments: (1) Transportation department (2) Business Aircraft department (3) Commercial Aircraft department and (4) Aerostructures and Engineering Services department. In this paper, the commercial aircraft department (responses…show more content…
For instance, the C-Series program that was hold by the company because of the market decisions did not justify the launch of the product at that time. Possible internal problems (such as disagreement between production team and R&D team) as well as external problems (such as consequence of 911 attacking that spread through global economic) are only resolved by the O/u themselves, without the direct involvement of the Bombardier’s Metasystem. Coordination (System 2: S2) Unfortunately, the problem that found in the department is somewhat bias or tends to rely on Commercial Aircraft department’s interest and information, they might think that they already discovered the problem but literally the problem still remains in the department. According to the VSM logic, S2 will generate an appropriate information and tools in order to crack the problems based on other point of view (not only production team and R&D team but including marketing team, accounting and finance team, HR team, and purchasing team as well). Common coordination tools are protocols, schedules, common standards, and some information technology(IT) systems etc. For example, as the problem that was mentioned in system 1, common standards and IT…show more content…
These three functions have to be formulated in a communicative and participative way. For instance, in resource bargaining, an appropriate budget and resources allocation is crucial. Commercial Aircraft department’s budget is ascertained by the 6 managers of the department. For the monitoring of S1 performance is a basis of statistical data that collected by another department of the organization (overall KPI of the Bombardier) which probably missed some critical consideration that proves Commercial Aircraft department’s performance as a whole. In intervention rules, a limited O/u’s autonomy that derived from the questionnaire is the result of the common agreement between the manager of production team and the manager of the R&D team which rely on the personal working experiences and

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