fore they were transferred to the factory. Instead of requiring rudimentary instruction, which would significantly hamper the experienced worker's productivity, the new hires would have some background in their tasks and would be able to receive "short-hand" instruction or assistance from experienced staff members. Production rates were increased, but slowly, in order to allow new workers come up to speed (Reich, May 5, 1993, p. 18).
This approach to meeting the production schedule indicates that Boeing is able to achieve organizational effectiveness as defined by Robey (1991, p. 55). Boeing recognized that it needed to meet the performance schedule while meeting the needs of its various stakeholders, including experienced workers, new hires, customers and vendors, not just its
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