Another Boeing employee called Nathan (not his real name), who works in the company’s Everett factory in Washington state, where the 777 is built, describes low staff morale and corners being cut on the production line. Employees “don’t always follow the rules because they feel the pressure from their manager, and so they are not taking steps to ensure their own safety”, he claims.
But Mike Dunlop, an aerospace industry veteran and author of a book about turning around failing businesses, argues that Boeing has in fact already begun the process of transforming itself by going back to basics.
He believes many of Boeing’s problems result from the arrogance of the company’s management in the past, as it sought to cut costs in an effort to make more money. Recently, he says, there have been some improvements.
“I’ve seen the biggest changes in the company since the 1960s. What Kelly Ortberg is doing is focusing back on their core principles, which is to build airplanes as effectively and safely as possible, and be a reliable supplier to the airlines.”
Arguably, the market needs Boeing to be healthy. It remains a huge company, employing more than 150,000 people directly, and countless more in supply chains around the world. It is a significant contributor to the US economy.
But some insiders argue that it now has a credibility problem and needs to restore confidence.