Kava is an island in the South Pacific. Even though the island is barraged by obstacles and harsh conditions, the community remains resilient. Sikorsky Aircraft wants to build a production facility on Kava with the goal of not only helping stakeholders and the organization, but also to provide aid to the suffering community. Placing a new facility for production in Kava gives the company the opportunity to reduce production costs and to improve the quality of life of the local residents, which will be done through profit allocation. To promote new businesses in the economy, the government of Kava puts forth incentives like tax breaks and licensing at low costs. Thus, now is the perfect time to bring this plan to fruition. Sikorsky Aircraft already is a player in the global market, and I assert that a Kav’ian subsidiary would be a smart investment. In recent years, Kava has experienced multiple natural disasters. As a result, the community has been ravaged and many families are now experiencing poverty. Sikorsky’s production facility there would give job opportunities to the local people: they could work in the low-level line production jobs that would help the production of the standard H-60 Black Hawk airframe. Part of the profits that would be earned thanks to the cut in labor costs would be dedicated to a revival for the local community. Sikorsky plans to make contributions to community centers, improved housing, disaster relief, activities, and the educational system. Of course, some organizational obstacles block the path of a successful establishment of a Sikorsky Aircraft facility on Kava. The most noteworthy obstacle is the gap in education between the residents’ knowledge of the construction of helicopter frames, and what would be necessary for them to know so that their finished product would be a quality one. It is fortuitous that the residents of the island can produce quality labor that is also inexpensive. The people work hard and are dedicated to what they do. They also have the ability to become accustomed to intense labor processes. Sikorsky will supply teams and managers for the education of the local hires, as well as to teach them the facets of the processes that are complicated. I foresee that the island people will be able to adapt well to turning wrenches and shooting rivets, provided, of course, that we bridge the gaps in motivation and education. Another potential problem for the facility on Kava is a barrier of communication. The people of the island speak a mixture of languages that include English, French, indigenous, and Spanish. As a result, there will be a resident team present in Sikorsky’s plant continually to help ensure effective communication and to smooth over and gaps in language that could negatively affect production. For the residents of the island of Kava, natural disasters are a major concern. Sikorsky shares the people’s concern as well. To reduce the chance of a natural disaster, like a hurricane, bringing a stop to the construction of the facility, the construction has to follow a tight timeline. The facility’s structure must be sturdy for combating the island’s natural elements. The facility could, as a contingency, be a place of structural refuge on an as-needed basis. In this, Sikorsky is seeking to benefit not just itself and its stakeholders, but the island’s residents as well. At the company’s home offices in Connecticut, Sikorsky is focused on community, so naturally they have the same attitude for teammates no matter their location. Kava is hosting an up-and-coming business community. Sikorsky is proud to offer steady aerospace jobs that will give the Kav’ian people new challenges. The wages they earn will be returned to local businesses which will stimulate the island’s economy. In addition, part of the profits earned from reducing costs through offshore labor will return to the island community through community centers, disaster relief, activities, housing projects, and improvements to the educational system. Stakeholders, both external and internal, should be pleased with the plans for Sikorsky’s Kav’ian expansion. External stakeholders, which will include the island’s military and government, will be freed from certain community aid duties. The creation of jobs will stimulate the economy of the island. Shareholders will also enjoy the profit increases that will come due to outsourcing labor. The product expansion of the UH-60 airframe has led to improvements in TAKT time, which means that external customers will experience quicker delivery of products. Expanding onto Kava is definitely going to be challenging. Even though organizational and environmental obstacles block the path to success, decision making that is wise, a focus on ethics, and analysis of stakeholders can assure a smooth beginning. Expansion onto the disaster ridden island of Kava will certainly be a challenge. While environmental and organizational hurdles stand in the way of success; wise decision making, ethical focus, and stake holder analysis will ensure a smooth upstart.

References
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Sikorsky Aircraft. (2010). Sikorsky Aircraft Main Website. Retrieved March 1, 2010, from Sikorsky Aircraft Main Website: www.sikorskyaircraft.com
Willem Noorlander, C. G. (2008, July/August). Outsourcing and Offshoring. Retrieved March 26, 2010, from EBSCOhost: http://search.ebscohost.com/login.aspx?direct=true&db=tfh&AN=32918621&site=ehost-live