Consulting Proposal -Plane will not move assignment

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1 CONSULTING PROPOSAL #1 Consulting Proposal #1 Diana SanInocencio Liberty University BMAL- Leading Organizational Change May 29, 2024

2 CONSULTING PROPOSAL #1 Definition of Project The proposal aims to provide McDonnell Douglas (MD) Corporation, based in Long Beach, California, with alternative channels to address its manufacturing and production inefficiencies of the C-17 aircraft. “The 1-million-acre square foot factory in California is where the production of Boeing C-17 Globemaster military cargo plane is produced (Weber, 2022).” The project will meticulously examine the corporation's current organizational processes, pinpointing critical areas for workflow, efficiency, and effectiveness enhancement. The suggestions will not only highlight key concerns but also outline how the company can optimize its milestones, leading to significant resource savings. Moreover, it will streamline the current C- 17 manufacturing process, ensuring timely deliveries and substantial long-term cost reductions for the company. Visible indicators suggest that the current organizational processes could be more viable and that the company has experienced production delays. For instance, inside the hangar of MD Corporation, C-17 aircraft are assembled in different stages of production in one area. However, there are instances when parts are unavailable, leading to the aircraft being moved to another area to continue being assembled. This process of moving and reassembling the aircraft when required parts are available not only causes delays but also increases costs due to labor and quality assurance (QA/QC) being hurried. The proposal, based on a comprehensive study of these issues, will provide solutions to streamline these processes, ensuring efficient production and cost savings for the company.

3 CONSULTING PROPOSAL #1 The proposal is designed to support the MD Corporation in realizing Mr. Koz's primary mission for quality, schedule, and cost (Liberty University Custom: Heinz, 2021, p. 459). It will identify the areas of MD processes that need strengthening and provide alternative solutions to enhance and improve organizational practices. The aim is not just to offer alternative solutions for efficiency, but also to align these changes with the core values and goals of the company, thereby instilling confidence in their effectiveness and ensuring a positive cultural work environment for the employees. Diagnosis of Current Situation One hindrance MD faces is the need for more procurement parts, which affects the production line. When the needed parts have not arrived, the C-17 planes continue to move down the assembly line until the unfinished work is done at the end of the line. “… taking apart a plane at the end of the line, adding parts, and then reassembling leads to quality problems and delays (Liberty University Custom: Heinz, 2021, p. 459).” The production workflow has not changed, nor was there an alternative solution to avoid production delays affecting time and money. MD faces cost overruns, inefficient suppliers, and production delays affecting its brand, failing customers’ expectations. In addition, another obstacle discovered was the cultural work environment mindset, where employees are reluctant to suggest or implement changes to the existing basic production system: “Many accepted the existing basic production system as the only way to do things (Liberty University Custom: Heinz, 2021, p. 459).” This mindset not only hampers innovation and process improvement but also affects employee morale, as they feel their suggestions are not valued. These concerns affect the downfall of the relationship between MD Corporation and its customer, United States Air Force (USAF). Lastly, morale is low at the company as employees either wait to complete a task or work overtime to assemble the aircraft

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4 CONSULTING PROPOSAL #1 quickly once the parts arrive. Lead time in manufacturing has increased, which ultimately affects the company’s return on investment. Recommendations Based on the data collected from extensive research on the organizational process and procedures, the following recommendations are provided to help improve the company's efficiency in the production of C-17 aircraft. The three focused areas are leadership, employees/ work culture, and process. First, there is the absence of a manager "director" role in the organization. Evidence is observed that the same tactics proved unfruitful, yet no alternative solutions were to be found. The first suggestion is to have a leader with a vision and a goal. "Vision, in contrast, concerns the future state of the organization, an aspiration that can mobilize the energy and passion of the organization's members (Liberty University Custom: Heinz, 2021, p. 180)." When a change manager has a navigator or a director characteristic, it can corral the employees into getting on board with the new internal changes needed to benefit the company. The second suggestion is to focus on the employees and the current morale in the workplace. Currently, morale in the workplace is low due to findings that "this was the way the whole industry did things; no one questioned it (Liberty University Custom: Heinz, 2021, p. 459)." No suggestions are made when issues arise in the production process, causing the company to exceed its budget. Managers are integral in how the organization can reach its goals while directing and motivating the team to complete the tasks. "We also found that managers who value their employees'

5 CONSULTING PROPOSAL #1 opinions, give their employees the opportunity to contribute to the design of their work, and build strong relationships with colleagues and co-workers, will help create a sense of purpose and belonging to the organization, allowing employees to thrive in their roles (Curtin University: Managers Play Important Role in Motivating Their Employees at Work, n.d.)." When morale is low and production flow fails, the work culture is internally disengaged and lacking. However, when employees are motivated and feel supported, their energy and efforts are driven to make the company profitable. "Importance of human capital (people) in driving more successful organizations in business clusters as they possess greater resilience (Pereira et al., 2019)." Lastly, the third suggestion for internal changes is to adapt the current processes to the ever-increasing pace of external changes. As Heinz (2021, p. 465) rightly points out, in the twenty-first-century world, the speed of external changes is only going to accelerate. By making the necessary internal changes, we can enhance our processes, which in turn will improve our performance and resource utilization. These changes, when implemented together, can significantly impact the company's portfolio, reassuring the customer and employees about the potential benefits of these adaptations. Implementation Plan The initial and crucial step in our implementation plan is leadership. The presence of a capable leader, who not only initiates change but is also driven by a clear vision and mission, is paramount. Such a leader can significantly contribute to our company's success by championing the cause of organizational change. Our managers play a pivotal role in making work more motivating and engaging for our employees. This active involvement and leadership from our managers, as highlighted by Curtin

6 CONSULTING PROPOSAL #1 University, are more likely to yield better results in the workplace. By working closely with our teams, our managers can foster inclusivity and motivation, thereby contributing to our company's overall success. Secondly, it is to gather key stakeholders and managers from each division (i.e., supply, logistics) to provide a clear vision and communicate the Koz mission for the MD Corporation in detail. "Communicating a company's goals … change processes and brand values effectively within the workplace, makes a real difference to the success of any business… will positively impact employee engagement organizational culture (Dewhurst & FitzPatrick, 2019)." The new process ensures that each position completes its task before the aircraft moves to another staging area on the production line. Each work must be completed prior to moving down the assembly line. In addition, allow people to discuss what obstacles they face and what alternative solutions can be found. Developing a communication strategy with the team avoids confusion and instills confidence knowing the top manager is leading the team to reach its objective. Third, all must be supportive and accepting of the change. When everyone is onboard, the internal change takes effect. Noticeably, the parts supply chain has been delayed; therefore, work closely with the department and team to find a solution. "… they started succeeding in getting our suppliers to operate in new ways…people got with the program (Liberty University Custom: Heinz, 2021, p. 460)." Regarding critical stakeholders, the leader should initiate a meeting with them to explain the vision and goal of MD Corporation and emphasize the plan to turn the dire situation around. Explaining to them will help them understand the leader's strategy and perspective. Sequentially, when the stakeholders understand the vision, they will provide support, which is crucial to the business's success. When employees see senior management team

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7 CONSULTING PROPOSAL #1 supporting the leader, it will influence others to join the "team." Also, any distractions or rumors will stop due to everyone's support and involvement. The final phase of implementation is the most important, which is to take the initiative and make the change. An effective change in the workplace is attributed to the employees, not the managers Leflar (2021). The leader must create an environment where morale is high, and everyone is excited and on board with the new internal changes within the organization. Everyone must recognize that initiative change is positive, and all have a stake in the current situation. A recommended change is to tackle the production delays. Koz's mission was to "until the plane is done right and done right, no movement, Period (Liberty University Custom: Heinz, 2021, p. 460)." By vocalizing this powerful stance in public, reinforce to the team that the company means business. Summary To summarize this proposal, McDonnell Douglas needs help to meet the customer's USAF timeline while not exceeding their budget. The previous production method needed to be updated and more effective in meeting the customer's deadline, putting strain on the company and its resources. The method used in all aircraft industries was the aircraft was assembled in stages, and when parts were missing, the plane would continue to move down the line until the end. In the end, technicians were to disassemble and reassemble the plane when the required parts were available. Morale was low in the workplace as tasks could not be accomplished as projected due to other factors. For MD Corporation to succeed and to save its public image (brand), internal changes must occur. Recommendations are to encourage soft skills and support people thinking outside the box

8 CONSULTING PROPOSAL #1 to find solutions. This technique proved valuable in the company's quest to produce quality products over quantity, whereas, in this scenario, quantity was absent. Also, placing a leader with a vision and unafraid to take risks is paramount. Lastly, be proactive, utilize new technologies, and implement new change systems to help the production process continue to improve. Remember, the pace of external change will only increase (Heinz, 2021), and companies must continue to evolve and adapt in the ever-competitive market.

9 CONSULTING PROPOSAL #1 Reference: Curtin University: Managers Play Important Role in Motivating Their Employees at Work. (n.d.). Targeted News Service . Retrieved October 19, 2019, from https://www.proquest.com/docview/2300099258?https://go.openathens.net/redirector/ liberty.edu?url=https%3A%2F%2Fsearch.proquest.com%2Fcentral%3Faccountid %3D12085&pq-origsite=summon&sourcetype=Wire%20Feeds Dewhurst, S., & FitzPatrick, L. (2019a). Successful Employee Communications : A Practitioner’s Guide to Tools, Models and Best Practice for Internal Communication . Kogan Page. https://ebookcentral.proquest.com/lib/liberty/detail.action?docID=5837356 Leflar, J.J. (2021). Change Management for Risk Professionals . CRC Press. https://doi.org/10.4324/9780429318573 Liberty University Custom: Heinz, A. (2021). Leading Organizational Change . McGraq-Hill/Custom Pereira, V., Temouri, Y., & Patel, C. (2019). Exploring the Role and Importance of Human Capital in Resilient High Performing Organisations: Evidence from Business Clusters. Applied Psychology , 69 (3), 769–804. https://doi.org/10.1111/apps.12204 Weber, A. (2022). Relatively Space Takes 3D Printing to New Extremes. Assembly , 65 (3). https://go.gale.com/ps/i.do?p=GBIB&u=vic_liberty&id=GALE| A701579612&v=2.1&it=r&sid=summon

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Consulting Proposal -Plane will not move assignment

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