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Describes the evolution of the Boeing 767 from the conception of the project to the start of manufacturing. Shows how the company manages an enormously complex and risky project and introduces students to a variety of estimating and management tools. The decision issue involves the shift from three-person to two-person cockpits and whether rework should be done in-line (without removing planes from the flow of production) or off-line (after initial assembly has been completed).

Updates the (A) case to the present day. The issue facing students is whether Boeing's approach to managing new airplane programs must be modified to fit with this new environment.

Describes a comprehensive manufacturing strategy designed to reduce substantially the cycle time of orders (i.e. the time between the placement of an order by a customer and its delivery to the customer). To launch the strategy Digital has adopted manufacturing resource planning (MRP II). The case allows students to assess the pros and cons of the strategy which requires rapid information flows and tight manufacturing discipline, the usefulness of MRP II which integrates manufacturing with overall business plans, and the implementation process to date.

Should follow Digital Equipment Corp.: The Endpoint Model (A). The plant manager has been promoted and students must decide what kind of individual--background, training, personal style, etc.--they would like to replace him.

Should follow Digital Equipment Corp.: The Endpoint Model (B1). A new plant manager has been hired; the case describes her experience, management philosophy, goals in the plant, and handling of a production problem.

To follow Digital Equipment Corp.: The Endpoint Model (B2). The division has just received a request for dramatically increased production. If it complies with the request, it will have to expedite production, override the MRP II system and the planned schedule. Should it accept the order? The case forces students to consider the tensions between an uncertain market and environment and disciplined manufacturing plans.

To follow Digital Equipment Corp.: The Endpoint Model (C1). Students must assess what their next steps would be as plant manager and group manufacturing manager.

Describes Manufacturing Resource Planning (MRP II), a production technique designed to couple business and financial plans with manufacturing plans. It is an important tool for aligning manufacturing with a company's overall strategy and goals. Describes MRPII, distinguishing it from its predecessor, Material Requirements Planning (MRP); discusses the technique's basic elements; and reports survey results that show the factors distinguishing the most successful adopters of the technique.