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Published by:
RSM Case Development Centre (2018)
Version:
March 2018
Length:
8 pages
Data source:
Field research
Notes:
This item is part of a free case collection. For terms & conditions go to www.thecasecentre.org/freecaseterms

Abstract

Flying Parts, a mid-sized European component parts manufacturer for the aerospace industry, implemented a range of new technologies in the early 2000's when it become a Tier 1 subcontractor. The implementation of these new technologies triggered an organisational transformation: jobs and roles were redefined, a team structure replaced a hierarchical one, selected lean principle were introduced to increase quality and productvity, and employees became directly implicated in problem-solving, decision-making and innovation. Although absent from the company prior to these innovations, union clubs were invited by employees and welcomed by management when these transformation occurred. This company's successful transformation in becoming a Tier 1 subcontractor is described. This case briefly examines this innovations - technological, process and organisational - that were implemented in the company, as well as their impact on specific employee groups and the organisations as a whole. This case is part of the RSM free case collection (visit www.thecasecentre.org/rsmfreecases for more information on the collection).

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Topics

Manufacturing; Digitalization; Innovation; Aerospace

Setting

Geographical setting

Region:
Europe

Featured company

Company name:
Flying Parts
Employees:
51-200

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