This is a good start. Things that are on target are lines like this:
• Original idea was to reduce “change, error, and rework” by 50%; attained 60-
90% - This is a strong statement....this is definetly good.
• Helped engineers identify more than 10,000 interferences that would have
arisen during assembly
You may not have to focus on the Project Management aspects of all your pieces. Where we might want to talk through that would be around Cost control but I am not sure we have that evidence. Also based on what everyone else hits in the PM matrix we will try to put your pieces into the context of those. So let's wait on making decisions around that.
Nandi - Can you put all of our rough peices into one paper for now and call it draft one? Then send that around to the group? This would at least help us get a sense of flow of the paper.
Boeing 777 Project
• Cost estimated at $6.3 billion
• Number of employees peaked at nearly 10,000
• First conceived in 1989
• Engines were largest and most powerful ever built (at the time)
• 132,000 uniquely engineered parts
• Boeing enlarged plant to cover area of 76 football fields near Seattle
• Decision based on market assessment – estimated 100% increase in the
number of passenger miles traveled between 91-05
• 30 different companies contracted to help manufacture
• Flexible design; Boeing offered family of planes based around the 777
• Continually outsold competition from 95-01
Digital Design
• 777 was first plane to be designed by computers
• Historically, planes were designed by drawings and models
• Drawings were 2D, couldn’t get a full representation of the complex
construction of a plane.
• Parts “interfered” with other parts; refitting was costly
• CATIA allowed engineers to see the whole plane put together
• 2,200 computers distributed throughout design teams
• Original idea was to reduce “change, error, and rework” by 50%; attained 60-
90%
• Helped engineers identify more than 10,000 interferences that would have
arisen during assembly