Bombardier Case Study

Method and Approach

How can NTT Management Consultant identify the problem?

The rational reason for hiring NTT Management Consultant (Appendix 5) is to assist in all stages of Bombardier life cycles. Figure 8 demonstrates an overview of problem solving. First of all, our team will work on problem diagnosis to evaluate current situations. Afterward, our team will create the solutions from the questions of problem diagnosis stage and then the solution communication phase will occur. Finally, when NTT has all conclusions from three earlier stages, our team will transfer from decision of Bombardier to the result. In addition, the project duration will present in timeline as shown in appendix 6. Figure 8: An overview of problem solving

In order

Beginning with defining the Bombardier’s problem by identifying the result gap and decomposing the gap by drivers in order to know what is the Bombardier’s problem

2. Then considering on segmenting a result gap to detect the problems

3. Structuring the possible causes of a result gap

4. Testing a possible causes (Iterative)

5. Formulating a key questions According from the Bombardier current situation, the company contains four segments but this proposal will focus on BCA segment due to the issues about negative feedback from the market. In order to find the result gap, NTT will evaluate the aircraft status reports and annual reports. Additionally, a diagnostic questionnaire will be created and then be given in the high level management to get the insights needed for the BCA segment. The result gap, which NTT is finding in the first three quarters of 2015, is that C Series aircraft delivered was temporarily paused and led to profit loss. After our team deconstructs the result gap, we can assume that the key factor, which affects BCA delivered is Bombardier’s manufacturing

Moreover, the consideration of independences between segments is an advantage because in this process it can reduce the complexity of Bombardier’s result gap. NTT sections the result gap by using manufacturing processes, which include production process, quality system process, and distribution process. Thus in this situation, NTT presume to emphasise on production process of C Series aircraft. Once NTT collected the possible explanations of the result gap from the previous step, we can structure the result gap by analysing the possible causes of the gap. NTT assume that the production gap may includes delay in supply of spare parts, spare parts quality out of specification, production machinery breakdown, low technical skills of workers, lack of skilled workers, messy in assembly line,