Introduction
The Boeing 737 Max crisis was a significant and tragic event. On the one hand, it resulted in two airplane crashes, which killed 346 passengers (Boeing 737 Max Crisis, p. 2). On the other hand, these incidents negatively affected Boeing since the organization suffered actual financial and reputational losses.
The crashed planes used the Maneuvering Characteristics Augmentation System (MCAS), which was designed to prevent the aircraft from stalling. Although the faulty MCAS was considered a root cause of the tragedies, it is essential not to overlook other contributing factors. In fact, a set of events and processes systematically contributed to the crisis. That is why comprehensive interventions are needed to address the issue. Thus, it is reasonable to rely on the action research framework to identify solutions, propose a project management plan for crisis recovery, and enhance Boeing’s supply chain.
Using the Action Research Framework
Action research is an effective and valuable methodology for analyzing a crisis. According to Elg et al. (2020, p. 87), this approach effectively combines understanding and action, enabling a comprehensive analysis of an issue and taking appropriate actions to address it. This framework is practical because it relies on research to understand a problem and provides practical guidelines for its solution (Erro-Garcés & Alfaro-Tanco, 2020, p. 1).
Elg et al. (2020, p. 87) also note that action research consists of several cycles: planning, action, and observation. However, one should also include reflection as the final stage, as this process is necessary to analyze the effects and incorporate them into further planning (Boeing 737 Max Crisis, p. 3). Thus, the PAOR (planning, action, observing, and reflecting) framework is applied to analyze the Boeing 737 Max crisis.
As mentioned earlier, the faulty MCAS was the primary cause of the incident, which was also accompanied by several other issues. That is why the planning stage should involve gathering data to identify all contributing factors. A suitable approach is to collect data from numerous stakeholders, including pilots and engineers.
On the one hand, the existing evidence suggests that the MCAS was incorrectly designed, resulting in sensors misinterpreting data and sending incorrect commands to the plane (Jong & Broekman, 2021, p. 186). On the other hand, pilots were not informed about this opportunity and lacked the necessary knowledge and skills to cope with this peculiarity (Boeing 737 Max Crisis, p. 11). The gathered data demonstrates that the following stage of the framework should include specific steps to address the identified issues.
The action process should include specific interventions to address and prevent the issues above. Boeing requires practical quality management standards to ensure that its components and software are reliable and free from defects. The Total Quality Management (TQM) framework appears suitable because it integrates quality into all the products and services used by the organization (Boeing 737 Max Crisis, p. 9). Another essential step is to develop and introduce a Code of Ethics that emphasizes adherence to legal, moral, financial, and manufacturing values and standards (Boeing 737 Max Crisis, p. 7). The latter intervention is necessary to enhance communication within Boeing, ensuring that engineers and pilots collaborate to promote flight safety.
Furthermore, Boeing should place greater emphasis on its pilots’ training and expertise. These employees should have a thorough understanding of what to do in an emergency. The case study analysis reveals that Boeing pilots were not adequately trained to handle such situations. Thus, simulations and mock drills are valuable options for the organization (Boeing 737 Max Crisis, p. 7). These steps appear to be a suitable response to the crisis under analysis.
The observing stage is informative because it helps understand whether the suggested changes lead to any improvement. It is possible to organize follow-up interviews with the affected stakeholders to identify how they assess the interventions (Elg et al., 2020, p. 92). The organization should be able to handle this task shortly after the proposed steps are implemented. A reduced time period is necessary to ensure that stakeholders can provide complete and accurate reports of their experiences and thoughts. The organization should not neglect this stage because it helps determine whether the interventions address the issues promptly and can lead to positive outcomes.
Reflecting is the final stage, but it is essential to remember that action research is a cyclical process. This statement indicates that Boeing is expected to collect feedback and analyze the results obtained. However, the focus should be placed on whether the results are satisfactory. If yes, the organization should consider how the identified interventions can be implemented in other contexts or in relation to other issues to bring positive change. If not, the entire action research framework should be repeated from scratch based on the obtained reflection. One should never forget that the suggested approach is a cyclical process that can be repeated (Boeing 737 Max Crisis, p. 3). Since the task is to bring about improvement and solve problems, organizations can employ action research until they achieve the required goals.
Project Management Plan
Since the root cause and additional problems of the Boeing 737 Max crisis have been identified, it is reasonable to take specific steps to address them. If I were a project manager responsible for implementing improvements at the airline, I would develop a comprehensive and multifaceted project management plan. Thus, the following paragraphs outline the initiative designed to help the organization recover from the crisis.
The initial stage of the project management plan involves defining the project scope. According to Marnada et al. (2022, p. 291), the project scope is a crucial step because it clarifies the project’s goal and objectives. In this case, the overall goal is to recover from the crisis under analysis. This statement is broad; it would be more effective to specify targets that contribute to the overall outcome.
First, it is necessary to either fix the faulty component in the MCAS or replace it. Second, the organization should enhance its pilots’ knowledge and skills to ensure they are adequately prepared to handle emergencies. Third, a significant task for Boeing is to restore its reputation and regain public confidence in its aircraft. All the processes will be introduced to achieve the stipulated goal and objectives.
The next step is to create a project team and assign specific individuals to implement the project. A project manager is a key employee who oversees all processes, but this professional often requires assistance from representatives across various functional areas. A hardware specialist should be included because a thorough understanding of the plane components and their operation is necessary.
A software professional is valuable because they are necessary to identify what is wrong with MCAS and how to fix or improve it. Furthermore, a senior instructor pilot should be a team member, as an essential project component is improving pilots’ skills and expertise. Finally, a public relations officer should be included to explain how the project results should be presented to the community, ensuring public confidence in Boeing is restored.
The following project plan element involves designing specific interventions. The first step is to conduct a thorough analysis of the MCAS to determine the best course of action. If the system can be fixed, software and hardware professionals should work together to eliminate all defects.
In the other case, the MCAS should be replaced with a more appropriate software solution. In any case, these professionals should design and implement strict quality standards to ensure that future products are not adopted unless all severe defects are eliminated (Boeing 737 Max Crisis, p. 7). Improving pilots’ skills and knowledge is another target for intervention. A suitable approach is to incorporate simulations and mock drills into training sessions (Boeing 737 Max Crisis, p. 7). These instruments are effective because they help pilots prepare for any changes in the aircraft’s operational system. The final intervention is to develop an effective marketing campaign to ensure that the public is aware of all the interventions and their positive impact on aircraft safety.
Monitoring and controlling represent the next stage and rely on specific milestones. Two months are needed to address the software and hardware issues, while an additional five months will be needed to improve pilots’ skills and knowledge. Starting from month 5, the public relations department should start developing a new market plan.
One month will be sufficient to complete the task, and an additional month will be needed to distribute it across multiple communication channels. This information indicates that the entire project will span seven months. Thus, the project manager should monitor and ensure that the project processes and steps follow the stipulated schedule (Armenia et al., 2019, p. 2). Adhering to the schedule is crucial to achieving success.
The final step is to evaluate the project outcomes after implementation. In this case, it would be reasonable to examine whether Boeing has successfully addressed the MCAS inefficiency and whether it has enhanced pilots’ knowledge and skills. One can organize an internal audit and conduct interviews with the pilots to find the required information. Furthermore, the market survey will be suitable for determining public opinion regarding the safety of Boeing aircraft.
Improving the Supply Chain
In addition to the identified issues, the supply chain also contributed to the problems Boeing experienced. According to Schmuck (2021, p. 90), the organization has over 20,000 international suppliers and partners, while 160,000 employees from 66 nations manufacture and sell its products in 150 countries. For the Boeing 737 Max project alone, the organization cooperated with 600 suppliers (Kuczynski et al., 2021, p. 56). This information suggests that Boeing operates an extensive supply chain, which makes it susceptible to numerous issues. Therefore, the company needs to take extra measures to strengthen its supply chain by prioritizing quality improvements and developing more efficient operational processes.
Initially, Boeing should implement targeted improvements to its supply chain. The Chartered Institution of Procurement and Supply (CIPS) integrated philosophy seems appropriate. This term introduces a procurement approach highlighting integration and collaboration within the supply chain to create value for all stakeholders.
Simultaneously, the organization can rely on the Supply Chain Operations Reference (SCOR) model. This approach is practical because it focuses on all activities of supply chain stakeholders and comprises five core processes: Plan, Source, Make, Deliver, and Return (Ricardianto et al., 2022, p. 798). This framework contributes to more flexible and efficient supply chain management by dividing it into smaller management units.
Another essential step is to establish a comprehensive, confidential feedback system to gather information from engineers, pilots, and flight crew members (Boeing 737 Max Crisis, p. 10). These steps will enable Boeing to manage its supply chain more effectively and identify potential issues, thereby contributing to the implementation of best practices.
Additionally, Boeing should focus on enhancing the overall quality of all existing systems. A significant task is to sophisticate the current culture of continuous improvement, safety, leadership, and training (Boeing 737 Max Crisis, p. 11). This fact suggests that Boeing should prioritize these values and disregard any calls to pursue financial advantages that are not aligned with the proposed cultural requirements.
The organization should also incorporate ethics into its operations, as this step helps minimize the likelihood of wrong decisions. Furthermore, Boeing will benefit significantly from quality inspection plans, audits, and certifications (Boeing 737 Max Crisis, p. 11). Another suitable decision is to implement TQM to ensure that Boeing offers products and services of the highest quality.
Improving the supply chain should include enhancements to operational channels. Kuczynski et al. (2021, p. 56) note that the Federal Aviation Administration (FAA) also plays a crucial role in the Boeing supply chain. This body introduced almost zero requirements for certification, which allowed the organization to introduce the faulty MCAS (Boeing 737 Max Crisis, p. 11). This statement suggests that Boeing should more actively cooperate with the FAA to prevent similar issues from arising in the future.
Moreover, a suitable decision for Boeing is to increase its investment in the research and development sphere (Boeing 737 Max Crisis, p. 11). When more financial resources are allocated to this area, the organization is more likely to develop more effective products and services. Finally, Boeing should implement mandatory training for any new system to ensure employees are sufficiently trained to handle the product or system when it is installed on airplanes.
In summary, these multiple steps are necessary to improve Boeing’s supply chain. Since it has been determined that the supply chain partially contributed to the crisis under analysis, appropriate interventions were needed. The suggested changes and improvements targeted the supply chain itself, enhancing overall quality and creating more effective operational channels. These interventions are necessary because the Boeing 737 Max crisis appears to be a complex problem with multifaceted causes. That is why it is necessary to change the philosophy, adopt a new culture, and implement specific operational measures to address the problem and prevent similar issues in the future.
Conclusion
The report has performed a comprehensive analysis of the Boeing 737 Max crisis. The focus is on its causes and suitable interventions to address the negative tangible and intangible impacts. Thus, the action research framework enabled the collection of information from multiple stakeholders to understand that the MCAS was significantly responsible for the crisis.
However, the system was not the sole cause, as multiple issues accompanied it. The project management plan demonstrates that suitable interventions refer to addressing the MCAS, organizing regular training to improve pilots’ skills and expertise, and creating an effective marketing plan. Moreover, significant changes to the supply chain should be made to address all the issues that contributed to the crisis.
Reference List
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Boeing 737 Max Crisis, pp. 1-13.
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Erro-Garcés, A. and Alfaro-Tanco, J. A. (2020) ‘Action research as a meta-methodology in the management field’, International Journal of Qualitative Methods, 19, pp. 1-11.
Jong, W. and Broekman, P. (2021) ‘Crisis history and hindsight: a stakeholder perspective on the case of Boeing 737-Max’, Public Relations Inquiry, 10(2), pp. 185-196.
Kuczynski, J. et al. (2021) ‘Boeing 737 MAX: a case study of failure in a supply chain using system of systems framework’, Issues in Information Systems, 22(1), pp. 51-62.
Marnada, P. et al. (2022) ‘Agile project management challenge in handling scope and change: a systematic literature review’, Procedia Computer Science, 197, pp. 290-300.
Ricardianto, P. et al. (2022) ‘Supply chain management evaluation in the oil and industry natural gas using SCOR model’, Uncertain Supply Chain Management, 10(3), pp. 797-806.
Schmuck, R. (2021) ‘Global supply chain quality integration strategies and the case of the Boeing 787 Dreamliner development’, Procedia Manufacturing, 54, pp. 88-94.