Boeing at a
Crossroads: Rekindling the Spirit of the 747
Blog 10 of 10
Photo credit: Raimund Stehmann *
End of an Era
The last Boeing 747 was delivered on Jan. 31, 2023. It marked the end of an era that began in
1967 and over the 55 years produced 1574 of the 747 airplanes. It was the airplane that made air travel
within the reach of the common man by cutting the cost of flying by half. It necessitated building new runways for the
747 to take off and land. New airports
were built to handle the passenger load.
Mass air transit had begun. The
sun set on the legendary 747 but it changed the world forever. The 747 brought the world closer than ever
before.
A World-Class Workplace
During my time, Boeing was a great place to work. It was
respected all over the world. It was fertile ground for young engineers to
learn and grow.
During this journey, I met remarkable people with great
talent, honesty, and integrity. People came from diverse international
backgrounds. We had people from Switzerland, Sweden, Japan, Greece, Thailand,
India, England, Ireland, and Canada all working together with Americans with a
common goal of building better airplanes. They were dedicated to their work
because they were valued. They became my role models. I learned all my
engineering systems knowledge as well as management lessons at Boeing. It was
indeed an unbelievable learning ground.
The Irreplaceable Value of Experience
We had access to many experienced engineers. Seniors were
valued. There is no substitute for experienced engineers. Design work at Boeing
is hard to understand. One cannot do knowledge transfer in a few months.
Keeping a healthy ratio of senior engineers to fresh engineers in the group is
the key.
Know What You Manage
Engineering management and non-engineering management
have their challenges. This set of challenges can be better understood only by
the manager who is knowledgeable in the field. All of our managers, all the way
to the CEO, Mr. T. A. Wilson, came from the engineering ranks at Boeing. Their
going through the ranks made them fully aware of what were the challenges,
issues, and red flags. Even the Boeing pilots I worked with were not just
pilots. They were engineers first. They had worked in engineering design
groups. They understood engineering systems very well. That's why they were the
best test pilots one could find to test the systems. The engineering background
matters a lot for each level. Some of the thoughts have been echoed in ref.
(1).
Nurturing a Culture of Growth, Support, and Bonding
Our bosses just laughed at even our making paper
airplanes and throwing up and pretending to learn the terminology roll and
pitch. They sheltered us from any repercussions due to errors made in the work.
They built a bond that was strong and lasted forever. That's how they built
relationships. They built a family. They showed us the path to climb the
ladder. They took it upon themselves to make our aspirations come true. That's
how they built the company and made the Boeing stock more valuable. There is no
quick shortcut. No different recipe.
Safety First: A Culture of Accountability
The atmosphere was such that there was no fear of making
mistakes. Management encouraged catching design errors at an early stage.
Courage to accept mistakes was always strong since it was ingrained in
everyone's mind that safety was of utmost importance. Engineers could see the
repercussions of not accepting mistakes at the right time. As Franklin
Roosevelt said, "Courage is not the absence of fear, but rather the
judgment that something else is more important than fear." The judgment in
every Boeing employee's mind should be the fear of incidents, let alone
accidents. Everyone should know what Jim, my boss, used to say: "When you
design an airplane, remember your spouse, your children, your parents, your
family, your friends, and many others who are going to fly on that airplane
that you are designing. Their safety is in your hands."
The Crucial Distinction: Engineering Systems vs. Software
During my professional career at and outside of Boeing, I
have met and worked with many young computer science graduates as well as those
with engineering degrees from various branches. Knowing certain code doesn't
make you an engineering system expert.
One thing I have noticed is most people fail to
understand that computer science and engineering are two different disciplines.
I know that many computer science people get offended by it. I am sorry about
that. I have no such intentions. But the fact is that the two disciplines are
different and each one knows something else more or better. At Boeing, for many
years, graduates with computer science degrees were not hired in the
engineering cadre. Hiring computer programmers with no engineering background
is going to create a serious knowledge gap and it is hard to fill.
Another major gap is in the understanding of engineering
systems. Many engineering graduates lack a good understanding of engineering
systems. They look at it as several pieces and parts. Whereas it is a whole
unit that functions as per the design.
The Pillars of Boeing's Success
Some values have to be retained, cherished, and groomed.
In the fervor of doing things in a modern way, if one lets go with honesty and
integrity, it can lead to disastrous results. Dishonest people do not care
about safety. They have no interest in learning to build better designs for
tomorrow. They don't even care about long-term business continuity. They want
everything now; may it be climbing the corporate ladder or more money. For
them, 'People First' is just a nice slogan. Dishonesty has no place when it
comes to science, airplane safety, or airplane design.
Maintaining Regulatory Integrity
The FAA set up the system of the Designated Engineering
Representative working for and working at Boeing. The idea was to ensure that
the FAA was the first to know any possible system safety issues. As per the
system, it is the responsibility of the FAA-certified DER to inform the FAA.
This is an excellent system. Nurture it to enhance the quality and safety of
Boeing airplanes.
Navigating Turbulence: Boeing's Path to Recovery
Boeing is currently experiencing heavy turbulence, and a
complete overhaul of a company its size will require enormous effort. The most
difficult task is to continue to make profits while trying to steer the
Juggernaut. However, Boeing must remain steadfast in its commitment to its core
values and priorities: airplane safety, engineering excellence, and quality.
The legacy of the 747, which revolutionized air travel and brought the world
closer together, serves as a powerful reminder of Boeing's potential for
innovation and impact.
Balancing Innovation and Expertise
To move forward successfully, Boeing needs to adopt new
technologies without losing perspective on overall systems. This includes
placing experienced engineers in key leadership positions and ensuring
decision-makers have a deep understanding of the complex systems they oversee.
It is crucial for Boeing to retain experienced engineers, as cost-cutting
measures should not lure management into pushing seniors to take early
retirement. The company needs its senior employees now more than ever.
Embracing New Technologies
While adapting to new technologies, Boeing must maintain
a holistic view of its systems. It's important to note that artificial
intelligence while promising, is not a cure-all and should be used as an
assistant rather than a replacement for human expertise. The company should
welcome the future while building on its past foundation, using the 747's
legacy as inspiration for innovative airplane designs.
Prioritizing Employee Well-being and Fostering Shared
Responsibility
Boeing should treat its employees as its first customers,
greeting them with warmth and guiding them as friends. Building strong bonds to
create a family-like atmosphere is essential, as is ensuring employees benefit
financially from company profits. This approach fosters a sense of shared
responsibility, where employees understand that "together we sink or
swim." Encouraging ownership of Boeing-built products and promoting a
culture of accountability and pride in workmanship will be crucial for the
company's success.
Looking into the Future
The sunset of the 747 program marks the end of an era,
but its legacy will illuminate the path toward innovative Boeing airplanes. By
harnessing the spirit of innovation and dedication that brought the 747 to
life, Boeing can take its next steps towards regaining its position as a
trusted aerospace leader. This approach will allow the company to navigate
through turbulent times and emerge stronger, ready to shape the future of
aviation while honoring its rich history. I believe in the spirit of Boeing
employees. They will turn around Boeing. I know well that I am not alone in
this wishful thinking.
.
Photo
credit: Raimund Stehmann, Boeing 747-412, Singapore Airlines, GNU Free Documentation
License, Boeing 747-412, Singapore Airlines AN0933503.jpg Copy, [[File: Boeing
747-412, Singapore Airlines
AN0933503.jpg|Boeing_747-412,_Singapore_Airlines_AN0933503], 22 August 2005