CONSULTING PROPOSAL #1 1
Consulting Proposal #1
Name
Liberty University
BMAL 504 – Leading Organizational Change
Instructor’s Name
Date
CONSULTING PROPOSAL #1 2
Consulting Proposal #1
Definition of Project; Plane Consultant Proposal
The problem in this case study was that the plane would not fly. It was a huge issue with
McDonnell Douglas, which had been trying to fix it for years with no success. The thinking
behind the problem was that there were several issues that needed to be taken care of before they
could start flying again. These issues included minor problems such as faulty parts and cracks in
certain parts of the plane, but also more major issues like having to replace engines because they
had been damaged during testing. The first priority was identifying what needed to be fixed in
order for them to fly again. This meant looking into all aspects of their processes and looking at
how they were working together as a company, but also individually as well. They needed to
look at how their employees were doing their jobs and how well they were working together as
teams; these were both good indicators for whether or not their planes would fly again or not.
I believe that McDonnell Douglas should have addressed these issues sooner rather than
later because they would have saved time, money, and lives if they had been fixed sooner. In
addition, I feel that if these issues had been addressed earlier on then there would not be any
reason for them now because there would not be any need for newer models of this aircraft since
they already have proven themselves safe enough for use in combat situations.
Diagnosis of current situation
Current Condition is that The C-17 is having issues due to the age of its parts, which are
not being replaced regularly. The plane will not move from one runway because it fails to get off
the ground. The maintenance team has been working on this issue for months but has not been
able to solve it yet. In order for this issue to be solved, McDonnell Douglas needs to replace old
parts with newer ones that are less likely to fail and more reliable in use.This problem is costing
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McDonnell Douglas a lot of money, time, and effort. With this issue, they are losing business and
customers. They are losing money because they cannot deliver their products on time. The
problem also has an impact on their employees. Employees are working overtime and getting
paid less than what they deserve because McDonnell Douglas can’t meet their deadlines.
In this case study, we can see how bad things are at McDonnell Douglas right now
compared to how good things should be at McDonnell Douglas in order to solve this problem:
1) If they could fix this problem then they would save millions of dollars in labor costs; 2) They
would also save thousands of hours in training costs; 3) They would save lots of money on
materials costs; 4) Finally, if they could fix this problem then it would give them more time for
other projects that need attention like new.
The desired state for the C-17 would be for it to fly at all times without any problems and
to be able to fly smoothly without any issues or delays. They want their planes to be able to take
off and land safely without any complications or accidents occurring while they are doing so. If
they can fix this problem within their own facilities, then they will be able to save money by not
having to pay for flights canceled due to maintenance issues or other problems associated with
these planes that prevent them from flying properly. This will allow for increased productivity
and cost savings for McDonnell Douglas as well as allowing for more missions from other
countries around the world. The new engines will also help with this goal by allowing for a more
reliable engine that runs longer without failure or leaks oil into an engine chamber causing a
shutdown or fire hazard.
Recommendations
Koz, the new plant manager, has three main priorities: 1) to ensure that MD has a large enough
work force; 2) to optimize the use of equipment; and 3) to maximize production.
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The organization needs also to change its recruitment strategy and perhaps offer new products.
The new strategy needs to be determined, and the employees who need to be recruited into the
organization should be determined. Koz should consider hiring someone to work directly with
him to resolve issues quickly and efficiently. This person could be either a second level manager
or an outside consultant who has experience with similar projects.
To ensure that MD has a large enough work force, Koz focuses on hiring more workers. This will
help MD increase its production capacity and increase profits. The employees of MD originally
viewed his priorities as a waste of time because he was spending too much money on
unnecessary things such as buying new equipment and hiring more workers. However, Koz did
not give up and continued to pursue his vision for his priorities by hiring more workers even
though it was not profitable at first. Eventually, this increased production capacity allowed MD
to make more profits than ever before!
Koz also focused on optimizing the use of equipment by creating a system where each piece of
equipment is assigned to one worker instead of having multiple workers working on different
pieces of equipment at once so that there is less down time for each piece of equipment during
assembly or maintenance processes. This saves money because there is less down time needed
for repairs or maintenance processes which can be costly if done incorrectly or improperly
We can also see how important it is for leaders in any organization to be able to communicate
effectively with others within their organization or outside of their organization as well. The first
thing that comes to mind is that Koz was not given all of the information he needed to make a
decision. This could have been because he was being asked to make a decision without all of the
information, or it could be because he wasn’t trusted with all of the information. The second
thing that comes to mind is that Koz was under pressure from above him and from within his
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own company. In this case, it is clear that he was being told what to do and how to do it, which
stifled any initiative on his part.
Implementation plan
The plan is to implement this strategy by building on the learning from Koz and transferring it
across the company, so that all plants can apply this approach with confidence. The first step is to
establish a Support Group for plant leaders who will be implementing Koz at their plant. This
group would meet regularly with Koz Leaders at other plants as well as with HR representatives,
who would help train and guide plant leaders in applying Koz at their own plants.
The second step is to develop a training curriculum for facility managers and maintenance
supervisors that includes instruction on how to implement the policies and procedures outlined
by Koz in a manner that makes sense for their facilities.
The third step is to create an internal communication program intended to educate employees
about Koz and its benefits, while also providing guidance on how they can best integrate this
new policy into their daily work lives.
Summary
In conclusion, I believe the success of this business depends largely on the leader's ability to
develop a long-term strategy and make necessary tactical changes as the market dictates. The
product line should not be exclusively targeted towards millennials; rather, the product line
should be focused on their economic situation and priorities.
