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The top three books in Vanguard's recommended reading list for serious investors say its not more profitable to get into complex investments and strategies- simple investment approaches of putting money in Vanguard core funds or mutual funds of Vanguard and Fidelity are more likely to produce good performance. 2013 was another year in which this proved to be true, and to a remarkable degree. Hedge funds and complex strategies did worse than investing in broad index funds that produced about 29% in returns similiar to the rise in the broad market averages. Malkiel and Ellis suggest the simple approach in Elements of Investing. Swensen in Conventional Investing, and Bernstein in Four Pillars of Investing provide evidence of the wisdom of such an approach for serious investors. All four authors are financial experts who have followed the stock markets for six decades since 1950.

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John Wojick of Boeing, John Leahy of Airbus, and the fierce competition for orders from customers at ANA, JAL, Lufthansa, American. JAL's decision to inclde Airbus in its orders with its order for 31 wide body A350's for $9.5 billion, was a disappointment for Wojick, who heads Boeing sales group. Wojick has focussed on protecting customer interests inside Boeing as the Dreamliner and other projects suffered manufacturing delays and safety issues. He has offered deeper discounts on planes and flexibility on delivery timing to defend Boeing's sales.

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Problems with the CSeries project at Bombardier include cost overruns, and development problems delaying the first model from late 2013 delivery by 2 years. A Swedish carrier dropped out as a customer in August 2014. The effort to compete directly with Boeing and Airbus in larger planes was a risky move as the larger competitors are improving fuel efficiency and reducing prices. Bombardier, suppliers, and the governments of UK and Canada have increased the investment in the CSeries project from $3.4 billion to $4.4 billion. Bombardier's total aerospace sales are $9.39 billion. The project was started by Mr. Beaudoin, grandson of the founder and currently the CEO, when he headed the aerospace division in 2004. It started as an effort to tackle slowing sales by building a new passenger aircraft with 125-160 seats that was 20% more fuel efficient than existing aircraft using engines built by Pratt & Whitney. The competing versions in this market segment were the Airbus 320 and the Boeing 737. Airbus and Boeing responded by putting more fuel efficient engines on the existing A320 and the 737 instead of developing whole new models, something Bombardier had not expected. In Dec. 2010 Airbus launched the A320 neo line, single aisle jets with 124 to 240 seat capacity, promising 15% more efficiency using the same Pratt engine to be used on the CSeries. In 2011 Boing came up with the 737 Max line. Because these are a bit larger than the CSeries is a plus for airlines. Analysts say about 75% of the market is taken as airlines have placed large orders for the A320 neo and the 737 Max. With the CSeries Bombardier is now betting the company that the new aircraft will attract buyers....

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Efforts to achieve cost reduction on the Boeing Dreamliner and improve profitability. If Boeing used unit cost accounting or the difference between current sales and costs for each product delivered, the commercial jet division would show a loss of $69 million for the first 9 months of 2013.

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Nocera says the National Labor Relations Board and the Obama Administration's action to prevent Boeing from using a North Carolina non-union assembly plant for the Dreamliner is a clear case of regulatory "overreach. Precisely the kind that is not needed as the U.S. focusses on creating jobs and building manufactuing industry. There is no "retaliation" against the union in this case because Boeing is facing long delays and needs the additional facility to meet orders. The action of the NLRB as a government agency to prevent a company from locating its plants anywhere in the country- when Boeing has added jobs in Washington state as it expands- is incomprehensible.

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As David Calhoun steps down from Boeing following the stepping down of the previous CEO Muilenberg, both for quality issues at Boeing this report in Yahoo Finance by Allan Sloan shows the effects of the accounting training and lack of awareness and conviction to put Quality uppermost. Calhoun joined GE at the time when Jack Welch was running the company. The book by David Gelles looked at Welch's period at GE with concern because of the use of accounting methods and finance businesses to make results look better- "How Jack Welch Gutted the Heartland, and Crushed the Soul of Corporate America." Over the decades in which one sees American manufacturing neglected one also sees the rise of executives in finance who ran companies in America that showed little interest in the hard work of manufacturing and surrendered leadership to first Japan and then China. Boeing CEO Calhoun is shown as another of the CEO's from GE who trained  under Welch who joined Boeing and other companies.The adjoining video in WSJ points this out after the Alaska Airlines incident and other incidents of flawed plane design and manufacturing- the basic problem being a lack of Quality and Worker and Quality practices Friendly Culture at Boeing. WSJ says three layers of quality checks are essentially worthless without a emphasis on worker training, on quality culture, cost cutting to get planes out the door, and lack of investment in Quality Control and Inspection. ...