CONSULTING PROPOSAL #1 1
Consulting Proposal (1)
Tamarah Wynn
Liberty University
BMAL 504 – Leading Organizational Change
CONSULTING PROPOSAL #1 2
Definition of Project:
The goal of this process improvement project is to increase efficiency in the
production of the C-17 aircraft by focusing on quality, creating a more proficient
assembly schedule, and addressing cost issues.
Diagnosis of Current Situation:
Currently, McDonnell Douglas is operating $1billion over budget and the
production schedule has a reputation for not meeting contract standards (Peters, 2019)
due to delays in purchasing orders which causes production setbacks. After careful
review of the production line, it was observed that there are multiple assembly lines, or
“positions” within the hanger. Each position assembles a section of the aircraft and the
speed with which an airplane moves through the different positions is driven by a strict
schedule (Heinz, 2020). The next issue that was noted is that when the allotted time for
assembly is over, the plane moves to the next position, regardless of completion status.
Once the plane reached the end of the line, engineers had to perform out-of-position
work which included disassembling a plane, adding missing parts and then
reassembling. Lastly, the employees lack intrinsic motivation and an innovative spirit.
The current process is the main contributor to the company’s quality problems, delays,
budgetary issues, and low staff morale.
Recommendations:
It is my professional recommendation that with a total quality management
initiative and use of the Deming management method will execute the goal of providing
quality products, creating a more proficient assembly schedule, and reducing costs at
CONSULTING PROPOSAL #1 3
McDonnell Douglas. Total quality management (TQM) is a management philosophy that
helps to improve overall effectiveness and performance. Total Quality Management is a
respected process improvement methodology that has achieved world‐class status for
the past two decades and previous empirical studies on the link between TQM practices
and quality performance have indicated strong and positive results (Rungtusanatham et
al., 2003). Deming’s model of TQM is a core concept on implementing total quality
management (TQM), it is a set of management practices to help companies increase
their quality and productivity. In addition to TQM, the Deming management method will
help remove barriers that rob the hourly worker of their right to pride of workmanship,
institute a vigorous program of education and self‐improvement and create constancy of
purpose for improving products and services (Deming’s 14 Points: Total Quality
Management Principles | ASQ, 2022).
It is my recommendation that contracts be re-reviewed, an audit of purchasing
orders and their status be reviewed, productivity measures be reviewed against actual
productivity and lastly, but most importantly, stations are to cease movement. A team of
analysts and a few more process improvement consultants need to be acquired. The
analysts will analyze productivity data, determine the current margin of error, work with
finance to determine the cost of quality issues to the current deficit and implement a
communication model which will allow employees to submit innovative ideas to the
executive team and create a space to anonymously share what processes are not
working well.
Implementation Plan:
CONSULTING PROPOSAL #1 4
STEP 1. CEASE MOVEMENT
RESTRICT MOVEMENT OF PLANES
-Station Audit
-Update Purchase Orders & Purchase Order Policies
-Restructure productivity benchmarks & process
ACTION DESCRIPTION
Q2
202
2
Q3
202
2
Q4
202
2
Q1
2023
A1 PI Consultants will review each station’s
process, take inventory of materials needed
to complete assembly task and create an
updated process map with findings and
revisions.
A2 PI consultants will submit to purchasing a
purchasing request per station. PI will
create a process map for purchase
requests that includes information about
supplier, standard shipping time for
parts, contacts, and persons to be
contact should there be any shipping
delays.
A3 Benchmarks will be reassessed to include
two scenarios: “No Delay” and “Delay.” An
updated productivity standard will be
calculated to identify the two different
statuses of each station. The goal is to be
without delays, however if there are delays,
it is important for McDonnell Douglas to
know why, the costs associated with delay
and be able to speak to stakeholders about
impact of delays.
CONSULTING PROPOSAL #1 5
STEP 2. PROCESS MAPPING
FIND OUT WHAT WORKS WELL AND WHAT DOES NOT
-Inclusion of production workers, engineers, purchasing staff, and management
-Access all processes related to the assembly of the C-17
ACTION DESCRIPTION
Q2
202
2
Q3
202
2
Q4
202
2
Q1
202
3
A4 Survey all managers and below about
current workflows and processes. The goal
is to get the feedback of how production
bottle necks happen, the effect that bottle
necks have on other departments, collect
ideas to address common issues in
production
A5 Create process maps on all workflows for all
departments affected by and related to the
assembly line.
STEP 3. DATA ANALYSIS
WHAT IS THE DATA SHOWING?
-Analysts will do a 3-month analysis on financial data, productivity data,
purchase ordering and turnover data.
-This data will be used to assist consultants in benchmarking and setting
processes
CONSULTING PROPOSAL #1 6
ACTION DESCRIPTION
Q2
202
2
Q3
202
2
Q4
2022
Q1
2023
A6 Audit of finances to identify how much of
costs is due to delays in shipping, quality
issues, and assess the rate of return on
production that is timely and free of quality
issues
A7 Trend productivity data by station, day of the
week, by the hour and by employee. Identify
the highest, median, and lowest
performance days, hours, and staff.
STEP 4. COMMUNICATION
-Inform staff of current state of company
-Share goals of company with upcoming implementation plan
-Introduce Process Improvement Consultants and Analysts
-Develop an Idea Summit
ACTION DESCRIPTION
Q2
202
2
Q3
202
2
Q4
2022
Q1
2023
A8 Share with employees, stakeholders and
third parties the restructuring plans and
progress. Third parties will be given
amended contracts to outline new
expectations.
Ongoing
CONSULTING PROPOSAL #1 7
A9 Host an all-employee meeting. Executives
will address organization with all pertinent
(financial report, quality scores, current
productivity, identified issues in production
and with finances) business information and
then share the future goals of company.
A10 Introduce Process Improvement Consultants
and Analysts to the individuals they will
working with and reporting to. This
introduction should be informal, during a
team lunch or team meeting. Managers
should ensure staff that the consultants and
analysts’ purpose is to make their work
easier, not harder.
A11 Launch a TQM campaign internally and
externally. This will include a platform for
associates to submit PI suggestions, pitch
A3 projects and anonymously address
issues that are going unnoticed by
management.
Summary:
To reiterate, aside from fixing productivity and financial issues, the ultimate the
goal is to create a new program environment that fosters trust, teamwork,
empowerment, and accountability (Once troubled C-17 program provides acquisitions
lessons for today). Heinz (2021) tells us that with incremental change, visions and
strategies are often obvious. With confidence, I know that these incremental, but visible
changes will help inspire the associates to adopt the necessary changes. Inevitably,
production will increase, quality will increase, and the financial deficit will decrease.
CONSULTING PROPOSAL #1 8
References
Arumugam, V., Ooi, K., & Fong, T. (2008). TQM practices and quality management
performance. TQM Journal, 20(6), 636-650.
https://doi.org/10.1108/17542730810909383
Brady, S., & and Winn S. "Once troubled C-17 program provides acquisitions lessons
for today." National Defense Sept. 2014: 20+. Business Insights: Global. Web. 11
June 2022.
Deming’s 14 Points: Total Quality Management Principles | ASQ. (2022). American
Society for Quality. Retrieved June 11, 2022, from https://asq.org/quality-
resources/total-quality-management/deming-points
Heinz, A. (2021). Leading Organizational Change. McGraw-Hill Create.
https://bookshelf.vitalsource.com/books/9781307709100
Peters, K. M. (2019, June 12). It Flies! Government Executive. Retrieved June 11, 2022,
from https://www.govexec.com/management/1996/06/it-flies/302/
Rungtusanatham, M., Ogden, J. A., & Wu, B. (2003). Advancing theory development in
total quality management: A “Deming management method” perspective.
International Journal of Operations & Production Management, 23(7-8), 918-936.
https://doi.org/10.1108/01443570310486356
