The Boeing Company, one of the world's leading aerospace companies, operates in two principal industries: commercial aircraft (e.g., jet transport aircraft) and information, space, and defense systems (e.g., military aircraft, missile systems, rocket engines, satellitelaunching vehicles). In 1996, the Department of Defense awarded Boeing a 51-month contract to proceed with the Joint Strike Fighter (JSF) Concept Demonstration Program, the culmination of a two-decade-old Department of Defense initiative to restore Boeing as a manufacturer of fighter aircrafts.

Boeing's strategy was to exploit design and production protocols from the Boeing 777, the B-2 bomber, and the F-22 air-dominance fighter in the development of an affordable fighter aircraft that is responsive to what are called "variants" in the industry: design variations that render the aircraft accessible to more than one branch of service. For example, the Air Force may require air-to-ground strike capability, and the Navy may require highrange, carrier-to-air capability. In 1999, on news that Boeing had successfully completed a formal review by the Department of Defense, Frank Statkus, Boeing vice president and JSF general manager, said, "We clearly demonstrated to our customer that we are on schedule, on cost, and very much on track with manufacture and assembly of our JSF concept demonstration aircraft."
Required: Using online and other public sources of information, construct for Boeing's Joint Strike Fighter aircraft areas of performance testing relevant to each of the following four questions:
1. How do we look to the financial markets?
2. How do we look to our customers?
3. What processes do we excel at?
4. How do we learn and improve?
For example, unlike commercial aircraft, performance testing for fighter aircraft require testing at high angles of attack.