Airbus

1. Purpose of report: 2

2. Input-process-output model: 3

2.1. Inputs to the process: 3

2.2. Outputs from the processes: 4

3. Supply chain process mapping of the A380: 4

4. Levels of Decision Making and Supporting Systems: 5

4.1. Transaction Processing Systems (TPS): 6

4.2. a) Management Information Systems (MIS), b) Decision Support Systems (DSS): 6

4.3. Executive Support Systems (ESS): 7

5. The role of systems: 8

5.1. Enterprise Resource Planning (ERP) Systems: 8

5.3. Integration of systems and Operations within the business 9

6. Soft Systems Methodology (SSM): 10

6.1. Rich Picture: Airbus A380: 11

6.3. CATWOE: 12

6.4. Business requirements: 13

7. Continuous or Breakthrough improvements: 14

7.1. Improvement of Information systems: 15

7.1.1. ERP systems: 15

7.1.2. Supply Chain Management (SCM) systems improvement: 15

7.2. Operations Management: Recommendations and improvements 17

7.3. Cause and Effect Diagram: 19

8. Conclusion: 20

8.1. People: 20

8.2. Technology: 20

8.3. Organisational Issues: 21

9. Bibliography: 23

1. Purpose of report:

This formal report deals with the problems Airbus had while completing production on the A380 airplanes. The issues Airbus had were a result from frequent management changes, cultural differences in different plants across Europe, political infighting between German and French government and the use of incompatible software in the design of the wiring processes. In short, Airbus’ problems were a result of non- or poor integration of systems and operations management.

The European Aeronautic Defence and Space Company N.V. (EADS), Airbus’ parent company, is Europe’s biggest aerospace company in which the German and French governments are involved.

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2. Input-process-output model:

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Source: (Slack, Chambers and Johnston, 2010)

The Input-process-output model shows the process of transforming Transformed resources such as...