CONSULTING PROPOSAL #1 1
Consulting Proposal #1
The Plane Will Not Move!
Robert R. Edwards
Liberty University
BMAL 504 – Leading Organizational Change
CONSULTING PROPOSAL #1 2
Definition of Project:
The McDonnell Douglas C-17 Globemaster III program encountered significant
challenges in its early stages, including cost overruns, schedule delays, and structural defects,
exacerbated by a fixed-price development contract. Don Kozlowski led the program’s turnaround
by prioritizing quality, schedule adherence, and cost efficiency (Heinz, 2022).
The C-17, an impressive engineering feat with a tail reaching six stories high, undergoes
a meticulous assembly (Heinz, 2022). Kozlowski's revolutionary approach involved halting
production until each phase was completed correctly, shifting from the industry norm of moving
aircraft through assembly stages on a fixed schedule. This strategy aimed to eliminate
inefficiencies and quality issues (Heinz, 2022).
Kozlowski improved quality and efficiency by focusing on completing tasks at each
stage, which were essential for the program’s success. His leadership addressed immediate
challenges and inspired a cultural shift within the organization, motivating employees to seek
solutions and enhance processes (Heinz, 2022).
Diagnosis of Current Situation:
Kozlowski initiated a thorough assessment to gain a clear understanding of the program's
current state. This crucial step involved identifying qualified personnel, selecting the right
product, and evaluating potential performance improvements (Bartelme, 2024). The assessment
uncovered the root causes of the program's challenges, such as chaotic management and parts
shortages, thereby laying a robust foundation for actionable solutions (Bartelme, 2024)
CONSULTING PROPOSAL #1 3
The C-17 program was facing significant delays due to manufacturing and design flaws,
while budget overruns were a consequence of inefficient processes and ineffective cost
management. Additionally, critical concerns related to airflow and landing performance on short
runways were compounded by widespread quality issues throughout production. The absence of
strong leadership and effective communication further complicated matters (Bartelme, 2024).
With a comprehensive grasp of these factors, Kozlowski was well-equipped to develop a
targeted strategy to tackle the specific problems effectively and set the program on a path to
success (Bartelme, 2024).
Recommendations:
Kozlowski implemented a policy requiring that all tasks be completed accurately before
any aircraft could advance to the next assembly stage. This marked a significant change aimed at
addressing the inefficiencies of the previous system. The benefits of this new approach were
evident: it reduced the need for rework, improved overall quality, and achieved cost savings,
ultimately leading to increased customer satisfaction.
Employees were not only encouraged but also actively empowered to engage in the
process. Their involvement in identifying and resolving issues, as well as presenting innovative
ideas to management, was both supported and celebrated. This approach fostered a culture of
accountability and collaboration, making each employee feel valued and crucial to the company's
success. The increased empowerment led to a deeper commitment to the program's success, and
this cultural shift was vital for overcoming resistance to change and achieving the desired
outcomes.
Implementation Plan:
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Kozlowski's innovative concept of Integrated Product Teams (IPTs) for the C-17 program
has successfully united a diverse group of individuals from various departments involved in the
C-17 aircraft project. This includes members from engineering, manufacturing, logistics, and
quality control, all of whom play crucial roles in the team's collaborative efforts to manage the
development, production, and sustainment of the C-17 Globemaster III aircraft, ensuring that all
aspects of the project are well-coordinated.
The IPTs efficiently address issues across different disciplines, including representatives
from the Air Force, who oversee various production aspects and provide invaluable insights and
guidance. This collaboration enhances communication and teamwork among all stakeholders.
The teams facilitate better coordination and problem-solving across functions, ensuring that
everyone is aligned and working toward the same objectives.
These IPTs are essential for effectively addressing problems. The program fosters open
communication and shared responsibility by establishing collaborative teams that include
representatives from the Air Force, McDonnell Douglas (the manufacturer), and the Defense
Contract Audit Agency. When announcing the Defense Acquisition Board's recommendation,
Paul Kaminski, the Undersecretary of Defense for Acquisition, noted that the Pentagon had
learned valuable management lessons from its experience with the C-17, such as the importance
of cross-functional collaboration and the necessity for regular evaluation and adaptation. He
praised the integrated product teams and indicated that the Defense Department would continue
to adopt this approach in future programs.
The resilience of the C-17 program is evident in its continuous evaluation and adaptation.
This ongoing process allows for necessary adjustments to strategies, ensuring the program stays
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on track. Regular evaluations help the program adapt to new challenges and maintain
momentum. This flexibility is crucial for sustaining improvements and achieving long-term
success.
Summary:
The C-17 Globemaster III is a cornerstone of the United States airlift force, playing a
vital role in fulfilling worldwide air mobility requirements. Its ability to rapidly deliver troops
and various types of cargo to main operating bases or directly to forward bases in deployment
areas showcases its unmatched capabilities. The aircraft is adept at performing tactical airlift and
airdrop missions, as well as transporting litter and ambulatory patients during aeromedical
evacuations. These features solidify its position as the most flexible cargo aircraft in the fleet
(United States Air Force, 2018).
The McDonnell Douglas C-17 program initially faced significant challenges, including
cost overruns, schedule delays, and quality issues. These problems were exacerbated by a
traditional production process that prioritized schedule over quality, leading to inefficiencies and
the need for rework. However, the new plant manager, Don Kozlowski, introduced a
transformative approach that prioritized quality. He implemented a "no move until complete"
policy, ensuring that each aircraft stage was fully completed before proceeding to the next.
This radical change, led by Kozlowski, sparked a wave of improvement and effective
engagement among employees and suppliers. As a result, the program experienced substantial
enhancements in quality, efficiency, and timeliness, leading to early deliveries. Kozlowski's
approach has proven to be sustainable and potentially transferable, highlighting the importance
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of clear priorities and employee engagement in successful change management and inspiring
hope for future transformations.
From a biblical perspective, making radical changes is viewed as a positive and necessary
step when it aligns with following Christ. This signifies a complete transformation of one's heart
and mind, often described as being "born again." It reflects a shift away from old behaviors and
towards a life that embodies God's will, with the understanding that such transformation is
primarily driven by God's power working within us. The Bible emphasizes that genuine change
must be internal—a renewal of the mind and heart, rather than merely outward actions (Romans
12:2).
References:
Bartelme, T. (2024, August 16). Once Troubled C-17 Program Provides Acquisitions Lessons for
Today. (n.d.). Www.nationaldefensemagazine.org.
https://www.nationaldefensemagazine.org/articles/2014/9/1/2014september-once-troubled-c17-
program-provides-acquisitions-lessons-for-today
Heinz, A. (2022). Leading organizational change. McGraw-Hill Education
It Flies! (n.d.). Government Executive.
https://www.govexec.com/management/1996/06/it-flies/302/
Bible Gateway. (2011). Romans 12:2 NIV. Www.biblegateway.com.
https://www.biblegateway.com/passage/?search=Romans%2012%3A2&version=NIV
United States Air Force. (2018, May 14). C-17 Globemaster III. U.S. Air Force.
https://www.af.mil/about-us/fact-sheets/display/article/1529726/c-17-globemaster-iii/
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