| Summary: | The International Association of Machinists (IAM) and Boeing
Company Quality Through Training Program (QTTP) is playing a
vital role within the Boeing Company to cope with a complicated
situation: reducing the workforce, implementing lean
manufacturing, and the upcoming training of a new workforce as
thousands of workers prepare for retirement in the coming years.
QTTP Joint Training Programs were not created with these
specific uses in mind, but because the programs are already
established, they provide a foundation on which to build these new
roles. Internal union and management groups are now relying on
the credibility and connections of the QTTP leadership to facilitate
organizational problem-solving. This case study describes how the
joint program has responded to new organizational needs
heightened by sudden changes in the aerospace industry.
The events of September 11, 2001 were devastating for the
aerospace industry. One year after the tragic events, (you say
below that airlines postponed or cancelled orders) business air
travel had declined approximately 30% while air travel overall was
off approximately 11%. The airline industry was projected to lose
more than $5 billion in 2002, on top of losing $7.7 billion in 2001.
United Airlines filed for bankruptcy, while most other airlines
continue to post stunning losses. In response to the drop in air
travel demand, the airlines reduced the number of flights –
requiring less aircraft. As a result, airlines postponed or cancelled
orders for new planes. Boeing’s commercial business was hit hard
and the company has announced the layoff of 30,000 workers.
Despite this rather bleak picture, the QTTP leaders and
representatives continue to skillfully promote joint, innovative
activities that are mutually beneficial to those they represent. The
activities described in this case are examples of the initiatives that
QTTP is promoting. Of note is the consideration and respect that form the basis upon which decisions are made within the group.
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