Boeing: How troubled is the company?

“It’s like watching a troubled child,” says Captain Dennis Tajer of flying the Boeing 737 Max.

The president of American Airlines’ pilot union, the Allied Pilots Association, insists that if a plane isn’t safe, he won’t fly.

But he says he can no longer take for granted the quality of the planes he flies.

“I’m more alert than I’ve ever been on a Boeing plane,” he says.

“Because I can’t believe they’ve followed the processes that have kept me safe on Boeing planes for over 30 years.”

It’s no wonder executives at the aerospace giant’s shiny new headquarters in Arlington, Virginia, feel under siege.

It seems like there are more bad headlines every day for the company, as it is under pressure from regulators and airlines, and its reputation is badly damaged.

The National Transportation Safety Board’s initial report concluded that four bolts that securely attached the door to the aircraft were not installed.

In addition to the criminal investigation into the incident itself, Boeing is reportedly facing legal action from passengers on the plane.

However, although no one was seriously injured, the incident had a wider impact. The incident has put a harsh spotlight on the aerospace giant’s corporate culture and attitude toward safety.

Five years ago, Boeing faced one of the biggest scandals in its history after two brand new 737 Max planes were lost in near-identical accidents, resulting in the loss of 346 lives.

The cause was a flaw in the flight control software, the details of which were deliberately hidden from regulators, the accusations were.

The company reaffirmed its commitment to safety, with newly appointed CEO Dave Calhoun promising in early 2020 that “we can do better, and we will be better.”

However, intense scrutiny following the incident in January has cast doubt on that commitment.

Addressing these concerns, Chief Executive Officer Dave Calhoun said in January 2023, “We’re going to proceed slowly, we’re not rushing to get the system up and running, we’re going to take our time and get it right.”

Earlier this month, U.S. regulator the Federal Aviation Administration, in a six-week audit of the 737 MAX production process at Boeing Co. and its supplier Spirit AeroSystems Inc., found that the company was “not complying with manufacturing quality control requirements. It was announced that multiple cases have been found.

The findings come on the heels of another report by a panel of experts on Boeing’s safety culture, which found a “disconnect” between senior management and rank-and-file employees, with employees fearing retaliation. We found signs that people were reluctant to report problems.

Adam Dixon, a former senior manager at Boeing who once worked on the 737 Max program, agrees there is a rift between management and factory floor workers.

“Boeing’s culture has been a breach of trust for over a decade,” he says.

“You can add more safeguards, you can add more procedures, but the fundamental problem of mistrust makes those changes largely ineffective,” he argues.

Meanwhile, further evidence emerged this week of how production problems can jeopardize safety.

The FAA warned that an improperly installed wiring bundle on a 737 Max plane could be damaged, causing the wing controls to deploy unexpectedly and the plane to start spinning.

If no action is taken, “there is a possibility of loss of control of the aircraft.” As a result, hundreds of aircraft already in service will need to be inspected.

Based on the FAA audit, Boeing said it continues to “immediately implement changes and develop a comprehensive plan of action to enhance safety and quality and build the trust of our customers and their passengers.” Stated.

But concerns about Boeing’s production standards are nothing new.

The quality manager for the 787 Dreamliner program had argued that the company’s rush to build planes as quickly as possible to maximize profits led to dangerous practices.

He told the BBC that, among other allegations, there were cases in which under-pressure workers were deliberately fitting substandard parts to planes on the production line.

Boeing denied his claims. But his untimely death, which occurred during a court hearing in a lawsuit against the company, has brought new attention to them.

The aerospace giant’s crisis is now causing problems for airlines.

Ryanair has warned that European passenger prices will rise this summer if deliveries of new aircraft are delayed. U.S. airline Southwest Airlines plans to reduce its operating capacity this year because it cannot secure the aircraft it needs.

Some airlines may try to obtain Airbus models to replace the lost Boeings. However, it is simply not practical to move orders on a large scale from American manufacturers to European manufacturers.

Both have very complete purchase orders. Airbus has a backlog of more than 8,000 aircraft and Boeing has a backlog of more than 6,000 aircraft.

Airlines already have to wait longer than they would like for new aircraft. Airbus is having problems with its own supply chain, leading to delays in deliveries.

There is a potential third player. Chinese manufacturer Comac has developed the C919 aircraft, designed to compete with the 737 Max and A320 neo.

However, the program is still in its early stages. Only 150 aircraft will be produced per year by 2028.

In other words, the market needs Boeing to be healthy and quickly overcome its current problems. So, could that happen?

Ed Pearson, executive director of the Aviation Safety Foundation, said the issues involved are complex but solvable.

A former Boeing whistleblower himself, he has long lobbied regulators to take firm action against the company.

“Boeing, its suppliers, airlines and government agencies can overcome these challenges, but the first step to solving these problems is honesty,” he says.

“They need to admit that these problems exist and stop trying to spin the truth. The more they spin, the longer it takes to solve the problems and the more risks they pose.”

Boeing said that over the past several years, it has “never hesitated to slow down, halt production, or halt deliveries to take the time necessary to get things right.” ing.

It added that it had launched a “Speak Up” program to encourage staff to raise issues that need to be addressed.