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The work of innovation teams that help reduce lost production time and make production more efficient on Boeing's 737 production lines in Renton, Washington. There are 1300 improvement teams at Boeing for commerical jet production. Examples range from conventional improvements such as remapping production arrangements to unconventional ones like the use of hay loaders to put seats on passenger planes. The work requires highly motivated production engineers and Boeing has a long tradition of this. Boeing has increased 737 jet production to 35 a month from 31.5 with the help of such improvements. The goal is to make 42 planes a month by 2014, and 60 by 2017 when the 737 MAX goes into production. Boeing has a large backlog of orders- 3,700 jets of which 2,300 are 737s.

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Boeing's goal is to make 10 Dreamliners a month by late 2013. The current rate is 2 per month, which Boeing hopes to move up to 2.5 a month by November 2011, and 3.5 a month by early Spring. Boeing CEO, McInerney, says it will take a few years before each Dreamliner turns a profit. He expects this will happen before 2020. The large investment during this decade should see returns in terms of an annuity for 25-35 years, said McInerney. The Dreamliner is the first jetliner to be made largely of plastic-composite materials, in place of aluminium. To build the Dreamliner Boeing had to accomplish what McInerney calls "game-changing innovation," and at the same time achieve improvements in production techniques. Jim Albaugh, head of Boeing's Commercial Airplanes division, says the next step is to take what takes an hour and half to assemble and bring this down to 15 minutes. This will help meet a long backlog of orders. Boeing has 820 orders for the Dreamliner as of Sept. 2011. The first Dreamliner was delivered on Sept. 26, 2011, to All Nippon Airways....

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Accident investigators for the Ethipian and Lions Air crashes say Boeing faile to inform FAA safety inspectors and Southwest safety specialists of the deactivation of a feature that warns pilots about malfunctioning sensors. The new models of the plane had this feature made optional in a new automated stall prevention system called MCAS. Southwest Airlines management and pilots did not know about this in 2017 a year after the planes went into service, and learned about this only after the Lions Air crash in October 2018. After the crash of Lions Air plane Southwest had asked Boeing to activate the alerts on its MAX planes.

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Boeing brings back engineering experts from its past to help bring the Dreamliner project back to shape. The head of the Boeing Commercial Airplane Business, has brought back 8 retired executives back into the fold by forming a Senior Advisory Group. Joe Sutter, 89 years old, is one of the engineeers from Boeing's past that criticized the outsourcing of key parts for the Dreamliner- one of the problems that put Boeing behind schedule by 2 years. Sutter led the design team for the 747 jumbo jet, so he has a legendary reputation. His point- there better be a lot of Boeing people looking at the suppliers to make sure things are done right.

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The U.S. Defense Department awards Boeing a $30 billion contract for aerial refueling tankers. The first phase of this deal requires building 18 aircraft by 2017. EADS, the European supplier that lost out on its bid, had planned to build the planes in Mobile, Alabama, EADS had support of some southern states. Boeing sent a design based on its 767 commercial aircraft. This gives new life to Boeing's 767 program which was launched in 1982 and is seeing declining orders- down to 50 orders. Boeing says this supports 50,000 manufacturing jobs at Boeing plants in Washington and Kansas, and at suppliers around the country. EADS said it would have brought jobs to the Gulf region and keep 48,000 Americans employed.

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Boeing machinists Union by 64% rejects a wage and benefits deal for 35% increase in wages over 4 years. This extends the strike at Boeing.

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Dennis Muilenburg succeeds Jim McNerney as CEO of Boeing in July 2015. He is former head of Boeing's defense and space business. Muilenburg's challenges include reducing costs on the 787 Dreamliner, and adapting its defense business to the situation of cuts in U.S. defense spending for reducing the deficit. Muilenburg was made president and COO in Dec. 2013.

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Boeing's $3.8 billion takeover of Embraer SA of Brazil is becoming a political issue in upcoming Brazil elections in October 2018. Embraer was privatized in 1994, but is seen as national asset in Brazil.

Embraer's commercial business which brings in 58% of revenue is being sold to Boeing. Boeing takes an 80% stake in commercial airplane and services business with Embraer owning 20%. A strong partnership between Bombardier of Canada and Boeing was threatening Embraer's leading position in the market for regional planes. The North American market brings in 57% of Embraer sales with only 13% in Brazil. As a result the government of Brazil knowing that Embraer's success depended on its global focus did not interfere in any way. The front runner in the upcoming October election favors the deal and the the president of the Workers Party opposes it.

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Hurt looks at the study of the impact of changes at Boeing between 1996-2006, by Greenberg, Grunberg, Moore and Sikora, in a book titled: "Turbulence: the Pain of Change at Boeing." Boeing is an iconic American company, a pioneer in aviation manufacturing, and one of only two such companies in the world. How have workers and managers felt about the changes from teams (concept imported from Toyota), outsourcing of manufacturing to different locations around the world, and other changes, and how has this impacted the company that is Boeing. The authors tracked 525 workers and managers at Boeing in 4 separate surveys. Many workers worry that outsourcing will lead to giving away the farm, as one engineer with 27 years of experience put it. Eventually Boeing would put work out to 135 sites in two dozen countries to cut costs and gain access to foreign markets. It ends up pushing the Dreamliner 2 years behind schedule. Many managers worry about the loss of engineering and jobs to global partner companies, which would hurt the US in the long run. Even the team model imported from Toyota has a negative effect, by affecting employee morale. The career ladder becomes compressed and opportunties for advancement are no longer there. Employees expressed a sadness that the old feeling of the value of contributions, as a source of the company's competitive advantage was missing....

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2023 is the year of huge aviation orders. Some even say this may stave off a recession. Biden says this would create 1 million jobs in the US. Modi names about 10 American states that will benefit from India's growing civilian and military aircraft needs. The biggest order in aviation history was one of 500 single aisle planes from Airbus by India's Indigo Airlines. Before this order Air India made an order of 470 planes from Airbus and Boeing. Riyadh Air and the Saudi airline also place large orders. 

WSJ cautions that it takes 6 years for planes on order to be delivered. There are production and regulatory issues. Some of the orders can be pared down. One expert says it is a way to get in line for planes to be delivered by planning ahead as the Indians have done by foresight about rapidly growing demand.

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Boeing is just completing the design work on the 787-9 model which seats 290 passengers and can go 8,500 nautical miles.

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Boeing makes the decision to make the next version of the Dreamliner, the 787-10, exclusively at its plant in the North Charleston area of S. Carolina. This is a non-union facility. Larry Loftis, Boeing's vice president and general manager of the 787 program, says the decision was made because it is not practical to ship by air the midbody section of the new plane which is 114 feet long, 10 feet longer than the 787-9. It would not fit into the modified 747 aircraft used to ship jet parts from one manufacturing facility to another. Currently this midbodysection is assembled in S. Carolina from pieces shipped by air from Italian and Japanese plants. Then flown to Everett, Washington or a S. Carolina assembly line for the final steps in the manufacturing process. Reliability and quality issues for the Dreamliner, and cost, are also better addressed by reducing shipment from one manufacturing facility to another. The decision to build this non-union plant in 2009 created strains with the labor unions. The 787-10 is 224 feet long, carries 320 passengers, one third more than the 787-8 and 15% more than the 787-9. It has a list price of 289 million. Boeing has 132 orders from airlines and lessors for this new version....

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Boeing offers a 35% wage increase for settlement of machinists strike in October 2024.

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Boeing $50 billion new fighter jet program with profit guaranteed in the development stage. Boeing beat Lockheed to get the defense contract from the US government. In earlier defense contracts cost overruns led to Boeing losing money. Defense makes up a third of Boeing revenues. Boeing has reported six straight annual losses after problems with 737, a strike over wages, and safety problems on its planes, problems on the assembly line in quality control. The private equity type of management from finance executives has not worked well for Boeing as these executives lacked knowledge of what is happening on the manufacturing assembly lines. Boeing, a American icon for most of the twentieth century needs to get back to the basics of making good planes.

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Ariel Mckenzie is the daughter of  Boeing machinist who told his daughter to join Boeing as generations of Boeing workers in the Seattle area have done. Not anymore. Airel says she can't tell her 15 year old daughter that it can provide a good life today with wages falling behind soaring costs in the Seattle area. Note that the new contract states the 437 billion dollars of planes backlog Boeing has will not be made in non union plants in the South, most will be made in the Seattle area home to Boeing since it's founding. How does Boeing see this happening without a wage deal that workers are not happy with, when since 1997 the workers were being treated as a transaction and losing out. Boeing workers say the new contract has no bonus program and does not restore fixed benefit pensions which were replaced by 401 K's . The housing prices index in the Seattle area for last decade rose 128% and average price of a home in Seattle is $835,000. Average worker pay in 2024 is $75,000 and fallen far behind costs of living. It's all been downhill say veteran Boeing workers after the 1997 merger with McDonnell Douglas and the shift of corporate offices to Chicago. ...

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Should 33,000 member Boeing machinists union approve a 25% wage increase over 4 years or ask for 40%?  It has been a long time since a CEO pleaded with union workers to not go on strike. Boeing has negotiated a 4 year 25% increase wage settlement, no non union plants in the South. “I ask you not to sacrifice the opportunity to secure our future together, because of the frustrations of the past. I also know there are employees considering another path—and it’s one where no one wins." We suggested Stephanie Pope coming from a family of machinists for CEO- her dad worked at the Boeing plant. Pope says Boeing has a $60 billion debt pile and the Alaska Airlines accident with a bolted door coming loose midair. Pope says- "In past negotiations, the thinking was we should hold something back. Let me be clear: We did not hold back with an eye on a second vote.” ...

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Boeing takes a$1 billion charge for Dreamliner delays.

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After China returns 2 Boeing planes, Boeing CEO says the company will find other buyers and will not send planes to China.

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Boeing deals with supplier delays as suppliers around the world have themselves outsourced some of their work to other suppliers which Boeing had not expected or in some cases decided to let the suppliers handle the way they best saw fit. Global outsourcing was supposed to be an improved and faster method of putting together a new airplane and Boeing still thinks that when the problems are worked out this will hold true. Meantime Boeing is throwing money and engineers almost $2 billion to help suppliers iron out these problems. Airbus also faces production problems from Europe wide outsourcing and coordinating between the German and French parts of Airbus who had difficult working together with differnet styles approaches and methods which was resolved by having the French group help the German group to come upto speed as documented earlier this year in the Wall Street Journal. See link.

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Comac and China's refusal to take Boeing orders April 2025.

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Development of the C919 aircraft by the Commercial Aircraft Corporation of China (Comac). The C919 would compete with the Boeing 737 and the Airbus 320. China accounts for 22% of Airbus's orders and 15% of Boeing's orders. Comac has orders for 90 C919's from state owned airlines and two leasing companies. It also has help from suppliers GE and Honeywell. Says Bob Smith, chief technology officer of Honeywell, which has 4 joint ventures with Chinese companies to supply parts for aircraft projects from flight controls to wheels and brakes: "we are not just here to build an aircraft, we are here to build an industry." Zhang Xinguo, vice president of AVIC, a state owned company helping build the plane, says the government wants to see jumbo jets, regional planes, business jets, helicopters, all made in China by Chinese companies.

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The WSJ's Jon Ostrower's intervew with Ray Conner, head of the commercial airplanes division of Boeing. Conner says the era of moon shot type projects is over at Boeing. The Dreamliner project cost $50 billion and ran into repeated delays, with a supply system not ready for the complexity of the project, manufacturing issues, cost overruns, labor issues, and battery failure leading to emergency landing of a ANA Dreamliner in Jan. 2013 leading to grounding of many ANA and JAL aircraft. Boeing's CEO McInerney and Conner see the experience as a lesson for Boeing on the risks of such large projects when airlines are not willing to spend more for revolutionary improvements. Conner cites the example of the incremental improvements in the iPhone since its introduction, with the cost to the consumer not changing much with each new model, as one Boeing would like to follow. Manufacturing improvements are critical to the new model with design needing to include manufacturing process at the outset, reducing complexity, increasing simplicity and improving reliability, as critical goals. As part of this effort Boeing has hired Toyota managers to bring better manufacturing practices, and the focus is now on incremental change and improvement throughout the Boeing organization....

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The Boeing Dreamliner is a big advance from all other airplanes both in terms of fuel efficiency and technology. The Dreamliner is expected to be 20% cheaper to operate than other jets currently in operation. It seats 210 to 290 people and can handle the longer routes such as New York to Tokyo better than existing aircraft.