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and refueling tankers for the armed forces. It had been doing this for morethan fifty years and was highly successful. But because of a downturn inthe government’s spending on these types of planes, McRoy decided toenter the commercial aviation aircraft business, specifically wide-bodyplanes that would seat up to 400 passengers, and compete head on withBoeing and Airbus Industries.During the design phase, McRoy found that the majority of the commercial airlines would consider purchasing its plane provided that thecosts were lower than the other aircraft manufacturers. While the actualpurchase price of the plane was a consideration for the buyers, the greaterinterest was in the life-cycle cost of maintaining the operational readinessof the aircraft, specifically the maintenance costs.Operations and support costs were a considerable expense andmaintenance requirements were regulated by the government for safetyreasons. The airlines make money when the planes are in the air ratherthan sitting in a maintenance hangar. Each maintenance depot maintainedan inventory of spare parts so that, if a part did not function properly, thepart could be removed and replaced with a new part. The damaged partwould be sent to the manufacturer for repairs or replacement. Inventorycosts could be significant but were considered a necessary expense tokeep the planes flying.One of the issues facing McRoy was the mechanisms for the eight doorson the aircraft. Each pair of doors had their own mechanisms whichappeared to be restricted by their location in the plane. If McRoy couldcome up with a single design mechanism for all four pairs of doors, itwould significantly lower the inventory costs for the airlines as well as thenecessity to train mechanics on one set of mechanisms rather than four.On the cargo planes and refueling tankers, each pair of doors had a uniquemechanism. For commercial aircrafts, finding one design for all doorswould be challenging.Mark Wilson, One of the department managers at McRoy’s design center,assigned Jack, the best person he could think of to work on this extremelychallenging project. If anyone could accomplish it, it was Jack. If Jackcould not do it, Mark sincerely believed it could not be done.The successful completion of this project would be seen as a value-addedopportunity for McRoy’s customers and could make a tremendousdifference from a cost and efficiency standpoint. McRoy would be seen asan industry leader in life-cycle costing, and this could make the differencein getting buyers to purchase commercial planes from McRoy Aerospace.The project was to design an opening/closing mechanism that was thesame for all of the doors. Until

now, each door could have a different setof open/close mechanisms, which made the design, manufacturing,maintenance, and installation processes more complex, cumbersome, andcostly.Without a doubt, Jack was the best—and probably the only—person tomake this happen even though the equipment engineers and designers allagreed that it could not be done. Mark put all of his cards on the tablewhen he presented the challenge to Jack. He told him wholeheartedly thathis only hope was for Jack to take on this project and explore it fromevery possible, out-of-the-box angle he could think of. But Jack said rightoff the bat that this may not be possible. Mark was not happy hearing Jacksay this right away, but he knew Jack would do his best.Jack spent two months looking at the problem and simply could not comeup with the solution needed. Jack decided to inform Mark that a solutionwas not possible. Both Jack and Mark were disappointed that a solutioncould not be found.“I know you’re the best, Jack,” stated Mark. “I can’t imagine anyone elseeven coming close to solving this critical problem. I know you put forthyour best effort and the problem was just too much of a challenge. Thanksfor trying. But if I had to choose one of your co-workers to take anotherlook at this project, who might have even half a chance of making ithappen? Who would you suggest? I just want to make sure that we haveleft no stone unturned,” he said rather glumly.Mark’s words caught Jack by surprise. Jack thought for a moment and youcould practically see the wheels turning in his mind. Was Jack thinkingabout who could take this project on and waste more time trying to find asolution? No, Jack’s wheels were turning on the subject of the challengingproblem itself. A glimmer of an idea whisked through his brain and hesaid, “Can you give me a few days to think about some things, Mark?” heasked pensively.Mark had to keepMark had to keep the little glimmer of a smile from erupting full force onhis face. “Sure, Jack,” he said. “Like I said before, if anyone can do it, it’syou. Take all the time you need.”A few weeks later, the problem was solved and Jack’s reputation rose toeven higher heights than before.Questions:4. What should Mark have done if Jack still was not able to resolve theproblem?5. Would it make sense for Mark to assign this problem to someone elsenow, after Jack could not solve the problem the second time around?Purchase the answer to view it
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