Question One $1\mathrm{.}1$ Demonstrate how Boeing can use the following tools to analyse and improve its process: $1\mathrm{.}1\mathrm{.}1$ Flow diagrams $1\mathrm{.}1\mathrm{.}2$ Baseline Time Function Map and $1\mathrm{.}1\mathrm{.}3$ Service Blueprinting $(15)$ QUESTION TWO It is evident from the case study that Boeing used the Toyota Production System which is based on a Just$-$in$-$Time $($JIT$)$ philosophy. Assess: $2\mathrm{.}1$ The key elements of a JIT system. $(12)2\mathrm{.}2$ The process Boeing $($or its suppliers$)$ need to follow to convert to a JIT system. $(13)$ QUESTION THREE Supply$-$chain management is the integration of the activities that procure materials, transform them into products and deliver them to the customer via a distribution system. Using the case study: $3\mathrm{.}1$ Determine what supply chain strategy would best suit Boeing$$s operations. $(10)3\mathrm{.}2$ Do you believe Boeing$$s strategy of outsourcing was a good one? Evaluate the reasons for $$making versus buying$.(15)$ Supplier Capacity: A Problem for Aircraft Manufacturers? Aerospace giants Boeing $($BA$)$ and Airbus have huge order backlogs of more than $10,000$ aircraft combined. Consulting firm Deloitte expects the output of the two companies to rise by $\backslash (25\backslash \%\backslash )$ in the next decade as they plan a huge ramp$-$up in production. However, while both Boeing and Airbus have the ability to assemble the planes, there may be a major capacity problem at the supplier end. Outsourcing: Boon or bane? Like many companies worldwide, Boeing embraced outsourcing to reduce its costs. It raised outsourcing to $70\backslash \%$ for the $787$ Dreamliner in order to reduce the production time from six years to four years, as well as its costs from $\backslash (\backslash$$ $10\backslash )$ billion to $\backslash (\backslash$$ $6\backslash )$ billion. However, the result was far from what Boeing expected, as its marquee Dreamliner project is running late and over budget. To add to its production woes, Boeing adopted a new three$-$tiered outsourcing structure. Tier $2$ and Tier $3$ suppliers manufacture the aircraft subsystems, which are then assembled by Tier $1$ manufacturers. However, as Boeing came to realize, many of these manufacturers did not have the technological expertise to manufacture the required parts. The Toyota model These problems arose from Boeing's partial implementation of the Toyota $($TM$)$ model, without integrating its key values. Toyota outsourced as much as $70\backslash \%$ of its total manufacturing, while monitoring its suppliers continually to ensure their capability, quality, and timely delivery. This helped Toyota manufacture new cars in a much shorter timeframe while maintaining its reputation for high quality. Boeing aerospace engineer L$.$J$.$ Hart$-$Smith addressed this issue in a white paper that he presented during a Boeing conference. He noted, $"$In order to minimize these potential problems, it is necessary for the prime contractor to provide on$-$site quality, supplier management, and sometimes technical support. If this is not done, the performance of the prime manufacturer can never exceed the capabilities of the least profic