Another Boeing employee named Nathan (not a real name), who works at the company’s Everett, Washington factory, where the 777 is built, describes low staff morale and a cut on the production line. Employees “don’t always follow the rules because they feel pressured by the manager, and therefore don’t take measures to ensure their own safety,” he claims.
But Mike Dunlop, an aerospace industry veteran and author of a book on turning around failing companies, argues that Boeing has actually already begun the process of transforming itself by going back to basics.
He believes that many of Boeing’s problems are the result of the arrogance of the company’s management in the past, when it sought to cut costs to make more money. Recently, he says, there have been some improvements.
“I’ve seen the biggest change in the company since the 1960s. What Kelly Ortberg is doing is bringing the focus back to their core principles, which is building airplanes as efficiently and safely as possible and being a reliable supplier to the airlines.”
The market probably needs Boeing to be healthy. It remains a huge company, employing more than 150,000 people directly and countless people in supply chains around the world. This is a significant contribution to the US economy.
But some insiders claim that he now has a trust problem and needs to rebuild trust.
