Bombardier Case Study Summary

With integration, came challenges at Bombardier. To integrate and create one free flowing organization out of many smaller systems, it is paramount to create a vision, so that everyone is striving towards the same goal. Bombardier tried to achieve this by splitting the company into five functions and had each manager create a vision for their function. What this did however, was create five different visions that the higher ups had to mold into one vision. This one vision was the vision that they had in mind the entire time, so it raises the question of why they did not just have all the functions understand and follow the “one company” vision from the beginning.

The actual implementation took place once the planning and design processes were worked through. Implementation commenced first at the Mirabel Plant, which was chosen because they make the CRJ700 which was said to be a very ‘manufactured’ plane and would be responsible for future company growth (Page 9). Choosing the Mirabel plant was a great tactical decision by the project management team, they mentioned earlier that this plane could not be created using the old legacy systems, therefore time was of the essence as other companies were working on their larger regional aircrafts, so it made perfect sense to bring the new

With this first recommendation, creating a cost benefit analysis may be difficult because of intangible benefits that will not be recognized until months after the system is up and running, you also want to be careful when stating benefits because if they do not come full circle like some did in Bombardier’s case, employees will feel they were forgotten. Regarding the second recommendation, the design phase already went over its scheduled time by months, so designing another architecture would have delayed it even more and crunched training into an even smaller amount of