The F/A-18 Program Office is large and complex. Many pressures and initiatives have compelled the office to institute new management techniques and practices. The prime contractors for the F/A-18—General Electric Aircraft Engines and McDonnell Douglas Aerospace—have also modified their practices to meet today’s changing business environment. This article suggests some new ways of doing business including integrated teaming, supplier management, affordability joint process action teams, and modified maintenance concepts. It also highlights the benefits, challenges, and complexities of these applications
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