Secondly, the work on the jet was being conducted at two places - French and German plants of the company. Since the work was divided between two, in some sense, competing groups of employees, lack of integration between them caused major problems with the manufacturing process. Another important aspect of the company’s work was its information systems used for completing engineering tasks. The two groups of designers used incompatible software to design the wiring for the airplanes. This caused great time delays and, consequently, financial losses of the company. In addition, the overall structure of the company is segmented and, therefore, believed by some not to be effective enough as for such a large company. Therefore, the way in which Airbus managed its resources can be said to lower, instead of increasing, productivity. Since productivity is “endeavor to produce more and more with less and fewer inputs of resources” (Roy, 2007,2), it can conclude that inefficient operations management practices and decisions of Airbus caused the inefficiency, as a ratio of outputs to inputs, of the new jet’s development project. As for the systems management, though among the purposes of information systems are automation and, thus, optimization certain aspects of operations management, in case of Airbus they have only been preventing the company from creating the airplane faster. History of the Airbus A380.
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