I wanna bring in CNN safety analyst David Soucy, who is a former FAA safety inspector. Good morning to you, David. So this these hearings are about finding about out about how and why this happened and of course, making some safety recommendations. It seems like we already know how this happened, right? That these 4 bolts were never reinstalled onto the the door blog. Yeah, those are the causes that the NTSB looks into, what the proximate cause is primarily, what's the last thing that could have prevented it from happening. And yeah, we already have those answers. But what they'll be looking at is more in depth of the actual cause with a latent view. It latent view means things that were in place that should have caught it beforehand. So that's what they'll be focusing on in this hearing as well. OK, so then what could have caught it? What should have caught it beforehand? Well, what should have caught it? It's kind of funny because what should have caught it is a little different. And what caused it? So we'll talk about that a little bit. But the what, what could have caught it and should have caught it is a safety net, the safety umbrella, which requires inspections on safety critical items. This was a safety critical item, but it was not identified as such. So therefore the inspection team never came back in and looked at it again from eyes from someone who didn't do the work. So that's what was missing. That's the missing piece here. But why wasn't it identified as a safety critical item? Was that just an oversight? Great question. What the problem is, is that unscheduled maintenance, Boeing is a is a master at assembly line putting things together step by step. What needs to be inspected, what doesn't, where they faltered in this case and in others as well, is the fact that they this is a repair. This is something that came in the door wrong and they had to fix it. So that's the point that they have to fix and they actually have taken steps to fix that from happening. They don't accept non conforming parts anymore. They used to and then they would fix it. On the assembly line, and that's where this fell apart because it's a different set of engineering standards, it's a different set of skills and licensed people that do these repairs than those that do that on the on a routine basis. So that's where this whole system had fell apart, was vulnerable and and was not identified. That mechanic doing the repair didn't say, hey, wait a minute, we need to have a second set of eyes on this. And he wasn't qualified to make that decision. Boeing needed, needed to change that. I mean, it just seems like such a simple part of the process. With assume right as a as a LA person that this is what is happening, that they're redundantly checking and checking that you know that these doors have plugs on or excuse me, the bolts on them. Yeah, yeah, yeah. Even as a mechanic myself, very for years and with the FAA for 17 years, step one is you've laid out what parts you've taken off. And if there's extra parts at the end, you did something wrong. Let's get it fixed. Let's put all the parts back in. That came off right. Simple. But it is more than that. There were many people involved in different shifts and different people making these changes. And so the transition between them is where it really fell apart. And that's the purpose of this safety umbrella, to make sure that that does not happen. So that's one of the things that Boeing has to. And the NTSB will demand that they fix. Before we go, David, I do want to ask you about the new CEO who will start on August 8th of this week. And as we all know, I mean, Boeing is faced with this, if not impossible, very, very difficult task of rebuilding trust with consumers. And also it's facing multiple investigations, one of which is is criminal. But Robert Kelly Ortberg has been named to replace CEO David Dave Calhoun, who stepped down recently amidst, you know, all that's happened. What do you know? About Robert Ortberg, what is his reputation in the industry? Kelly Ortberg, yeah, Kelly Ortberg isn't, he's a great choice. He really is the challenge that he has, but I'm not sure anyone would have had this. But when he ran Collins Rockwell as a CEO there, he was very involved in the engineering, very involved in the quality and the manufacturing, very good person for this position. However, the, his position there only had 22 billion in sales and 70, 000 employees. Boeing is nearly three times that size. And so it's a different challenge and it goes into. The good thing is he does have the military background as well as the commercial airspace background. So I don't think they could have found a better choice than this. I think he's the right person to make sure that the employees get what they want on their union contracts and that their production increases. Not good to hear it doesn't have that. He doesn't have the most enviable job, but we'll watch and see how he turns things around if he does. David, thank you. Good to see you.
FAA has said many times that "the US aviation system is the safest".
Well, this reveals that FAA is not aware of all the problems affecting the aviation system or they're using the wrong marketing agency.
He needs to be a miracle worker to turn this disaster of a company around. I’m praying for him though. There is still more B737’s in the air than any other aircraft.
As long as Boeing is in the news, let me remind you...
Boeing's outgoing CEO will get a "golden parachute" worth as much as $45 million.
The CEO before him got $62 million on his way out the door.
America has socialism for the rich, harsh capitalism for everyone else.
Key principle in successful process improvement: "Go to where the work is done" - you get SOOO much great information about how things actually work when you as a leader get first-hand accounts from front-line workers there
commonly referred to as "going to the gemba" - that Japanese word means "on-site"
OpEx Group Manager at Georgia Tech Enterprise Innovation Institute
Boeing's new CEO starts today, and he's going to the gemba. Kelly Ortberg announced that in order to get close to the troubled commercial airplane business, he will be based in Seattle rather than at corporate headquarters in Virginia. A huge challenge for him, but a promising start, as reported in this CNN article: https://lnkd.in/gm_qYY8D
Fortune Article - Pat Shanahan, CEO of Spirit AeroSystems, is a top contender for Boeing's next CEO.
🌀Known as a competitive technocrat called “Mr. Fix-It.”
🌀Would need to build trust with Boeing's workforce, regulators, and the public.
🌀Viewed as a transformative leader like Shanahan for Boeing.
Peanut Gallery - Wrinkle in Time
🌀If Pat Shanahan is to become the next CEO of Boeing, he is hands off till the Spirit Boeing Deal is settled sometime in 2025.
🌀Shanahan has a fiduciary responsibility to Spirit Shareholders and is leading the transfer of assets and statement of work with Airbus.
🌀For Boeing to lock up Pat Shanahan as the next CEO... They need for current CEO Dave Calhoun to extend his stay and not step down at the end of the year or select an Interim.
Fortune. (2024) -
https://lnkd.in/g-m5t6ag
Please like, comment, share...
Follow #PoynterSpiritSale
Folks, when I started hearing people worrying about the financialization of the U.S. economy, it was 44 years ago. I was a freshman in high school, and didn't understand. But, now I see how close we are to the disaster that loomed even then.
Before 1980, the U.S. economy still pivoted around making _things_, including profits. Now that we are totally financialized, it pivots on making transaction _fees_ for bankers and lawyers, and through them _contributions_ (aka "speech") to Congress members. Boeing has been *perfectly* managed for the financialized economy. And its descent into bankruptcy will generate *still more fees and contributions*. It will be a thing of beauty and marvelous to behold!
...if you are a believer that "greed is good" and financialization is the right and proper purpose of an economy. And not the cash-lubed slippery slope to civilization's downfall.
Top CEO / C-Suite Executive Search Firm for Aviation / Aerospace / National Security / ICF Trained Executive Coach / Forbes Best Search Firms for 2020
I find it sad that the most prominent aerospace company in the world can’t readily ID a new CEO. Twenty years ago the list would have been as long as my left leg.
Yes, there are many fantastic CEOs in the USA but how many have the skills needed to drive this very complex enterprise? What does this say about the direction the US is headed industrially?
What are the responsibilities of a CEO?
From my point of view this might not be maximizing his income. But ease and ensure the future of the company.
Where is a company like Boeing today? Are you able to predict its future?
Please share your thoughts
Thursday marked a pivotal moment for Boeing as Kelly Ortberg assumes the role of CEO. Let’s delve into what this means for the aerospace giant.
Ortberg steps in at a critical juncture, tasked with rebuilding trust after a series of setbacks.
His engineering background and hands-on approach signal a commitment to addressing challenges head-on.
Industry insiders view Ortberg’s outsider status as an asset. Fresh eyes can drive cultural change.
Boeing’s reputation hinges on transparency and accountability, and Ortberg aims to lead by example. Like his predecessor, Ortberg inherits a company grappling with issues across commercial and defense units.
His tenure begins with a visit to the 737 Max factory floor, emphasizing the importance of understanding production firsthand.
Welcome aboard, Kelly Ortberg! May your leadership steer Boeing toward brighter skies.
#Boeing#Leadership#Aerospace
Will Boeing be able to right itself? I am certainly rooting for all the good men and women there and hope the answer is YES!
However, the attitude of senior managers regarding themselves and regarding their teams has proven to be so critical to the longer term success of organizations, including Boeing. In short, arrogance might spike short term profits, but it can simply devastate an organization.
I'm viewing a YouTube series regarding the tribulations of Boeing and as a once proud member of the Boeing 757/767 team, I think there is much to be learned from this case study as documented here.
Take note, for example of the four guiding principles Bill Allen wrote for himself in 1945 (see picture below).
Here is the link to this YouTube series regarding the tribulations of Boeing: https://lnkd.in/dAf_wyGE
CEO & Founder @ Proof Point Communications | Strategic Branding & Communications. Former C-suite Executive and Award-winning Journalist. Talks about leadership, crisis PR, brands and whatever she feels like.
Boeing's next CEO has his work cut out for him and can't start fast enough.
Kelly Ortberg's background is precisely what experts suggested the company needed: an outsider with aerospace experience who knows Boeing but hasn't grown up in its culture. As the former Rockwell Collins CEO, an important Boeing supplier, he apparently created a strong employee culture and business acquired by United Technologies for $30 billion in one of the largest aerospace acquisitions in history.
At 64 years old, the move also suggests one of Ortberg's key responsibilities, in addition to leading a massive turnaround across all Boeing businesses, will be to build a leadership pipeline that includes potential successors.
As someone who covered Boeing as a journalist and recently wrote about their CEO search for Fast Company, the stakes could not be higher for one of the world's most important companies. Stephen M. R. CoveyHubert JolyBill George, what do you guys think?
#leadership#CEOs#turnaround#aviation
Strategic Collaboration During World War II: A Lesson in Business Unity 🤝
In the crucible of World War II, unforeseen alliances became a hallmark of success. A prime example is the collaboration between automotive giant Ford and aviation leader Boeing. 🚗 🔄✈
🚀Amidst soaring demand for military aircraft, Boeing sought a vast increase in production capacity. Recognizing Ford's proficiency in mass production, the two industry titans united to revolutionize aircraft manufacturing. Ford's assembly line mastery was seamlessly applied to produce B-24 Liberator bombers at a staggering rate of one bomber per hour.
🔗This partnership not only highlighted the potency of cross-industry collaborations but also underscored the importance of adapting established skills to tackle new challenges. Ford's efficiency in car manufacturing seamlessly translated to aircraft production, showcasing the adaptability of organizational expertise.
🔧The triumph of this collaboration extended beyond the military sphere. Post-war, the streamlined production methods learned fueled economic recovery, establishing a precedent for post-conflict reconstruction. The business world gleaned that unity, shared objectives, and leveraging complementary strengths could yield unparalleled success.
🌠In today's ever-evolving business landscape, the Ford-Boeing collaboration stands as a testament to the transformative potential of partnerships. Contemporary companies can draw inspiration from this historic instance to foster collaborations that transcend traditional boundaries, unlocking fresh avenues for innovation and expansion.
#operationsexcellence#BusinessHistory#StrategicCollaboration#InnovationJourney#productionefficiency
Does Boeing Need a Completely New Board?
In the news media, there is tremendous interest in Boeing's CEO search process but an even more important todo is being omitted from the conversation: replacing the board. Boeing has a very accomplished board, but given the technical sophistication of its product, an engineering-centric board is critical, which is the case for rival Airbus.
In my opinion, a lot of the current challenges at Boeing are rooted in poor choices at the board level for the past 20 years (what if Allan Mullaly had become CEO instead of Jim McNurney, for example).
Having this board pick another CEO (or perhaps more directly, would the ideal CEO candidate want to work with this board?) might not result in the best outcome.
Technically focused companies like Boeing need a technically strong board and CEO. Period.
#boeing
Retired Finance Manager at Boeing and LOVING it!
2moIf the current leadership of Boeing is kept in charge, it will be the same size as Rockwell Collins in no time. Best of luck to Mr. Ortberg.