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BOEING, INFORMATION SYSTEMS AND BUSINESS MODEL

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This 3-page paper provides an overview of Boeing's corporate culture and how it uses its information systems to support that culture. Bibliography lists 6 sources.

Page Count:

3 pages (~225 words per page)

File: AS43_MTinfoboen.rtf

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Unformatted sample text from the term paper:

Boeing also manufactures and designs electronic and defense systems, missiles, satellites, launch vehicles and other auxiliary products and services (Boeing: About Us, 2009). The company is headquartered in Chicago, Illinois and employs more than 158,000 people in the United States and 70 countries (Boeing: About Us, 2009). According to the companys website, the corporate culture focuses on lean production, combined with diversity, leadership, integrity and customer satisfaction (Culture, 2009). Boeing also prides itself on being a good corporate citizen, offering a safe workplace and protecting the environment (Culture, 2009). Boeing is a lean enterprise, meaning an efficient use of assets, high inventory turnovers, quality supplier management and short cycle times, and low transaction costs (Culture, 2009; see also Szymczak and Walker, 2003). Boeings lean culture didnt just happen; it was the result of years and years of integration and commitment to the concept. The concept also required a great deal in the area of information systems. In terms of specific information systems, Boeing has so many divisions across its vast corporate structure, its difficult to pinpoint just one that covers the entire organization. There are, however, some examples we can introduce. For example, some years ago, Assembly Automation wrote about the fact that Boeing developed an automated knowledge-based information system using Quintus Prolog. The software development language came with on-site and telephone hotline assistance (Boeing Saves Time, 1992). The reason why the company chose this particular system was because of its flexibility and ability to support a declarative programming style, while simplifying development of automated process specifications (Boeing Saves Time, 1992). The result for Boeing was that it saved 85% of the time typically ...

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