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"The company is approaching a critical juncture in its history: Half its work force here in the Puget Sound region will be eligible for retirement within the next decade. With an influx of largely younger employees, Boeing is searching for ways to retain its knowledge base before its experienced Machinists and engineers leave.
"My job title is tribal knowledge facilitator," Spigler said with a laugh during an interview recently.
But that tribal knowledge really is the reason Boeing reached out to retirees still living in the region, said Joyce Whitehorn, a manufacturing and quality assurance manager who helped get the program going.
"These are people who have a proud legacy with the Boeing Co.," she said.
Retirees such as Gandee and Spigler were at the pinnacle of Machinists' knowledge when they left the company, making them ideal teachers of new employees, Whitehorn said."
"Leaders often won’t invest resources to reduce the impacts of lost knowledge because they don’t understand the true costs of failing to act. Making the costs of lost knowledge visible is the best way to create a sense of urgency that will lead to executive action. "
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The fact of the matter is that the rate at which baby-boomer retirements are going to pick up is going to put a severe strain on the depth of expertise that companies have to draw upon
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e knowledge lost from veteran employees, combined with the inexperience of their replacements, threw the firm’s 737 and 747 assembly lines into chaos. Overtime skyrocketed and workers were chasing planes along the line to finish assembly. Management finally had to shut down production for more than three weeks to straighten out the assembly process, which forced Boeing to take a $1.6billion charge against earnings and contributed to an eventual management shake-up.
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According to Harvard Business School professor Karim R. Lakhani, Boeing's approach is an excellent example of how not to manage external innovation. The right way to do it is the subject of an article in the current issue of MIT Sloan Management Review by Lakhani and collaborator Kevin J. Boudreau (London Business School), "How to Manage Outside Innovation" (free registration required).
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The solution then is to connect with external innovators and invite them to participate with you on your critical problems. Of course, the Internet and the massive reduction in communication and computation costs have made accessing external innovators a much easier task than what was possible 10 or 15 years ago
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More practically, working with outside innovators does not mean that all the "keys to the kingdom" have to be given away. Instead, firms can become intelligent about selectively revealing core issues in ways that their IP is protected. Firms like Procter & Gamble and IBM have learned to do this—others can learn as well.
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Un article explique que 4/5ème du 787 est fabriqué hors de chez Boeing. Que des accords avec des sous-traitants leur permettraient de participer directement à l’assemblage de l’avion.
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