Boeing at a Crossroads: Rekindling the Spirit of the 747

 

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

 

 

 

Culture of Caring. Blog 9

 

My Boeing Days: Culture of Caring 

Blog 9 of 10

 

 

Space Shuttle Atlantis being carried atop the Shuttle Carrier Aircraft.

Photo: NASA / Carla Thomas

 

Boeing Commercial Airplanes Division: Employee-First Philosophy

Dr. Dennis Cannon was my boss in the mid-80s in the Boeing Commercial division. I was working on the Failure Modes and Effects Analysis for the autopilot systems on the 747-300 and on the 767. He was a man with a unique style of management. To me, the term 'Employee First' originated from Dennis.

Going Above and Beyond for Employee Development

Dennis was one of the early proponents of employees first. One time there was one young engineer. He was interested in taking a course conducted at the University of Washington. This course was an introductory course on aerodynamics. As per the training department policy, the Boeing employees were required to first take the courses offered internally before paying to an outside party. The University was charging a hefty amount of $2000 for a 3-day course. Back in the mid-80s, it was a large amount. No wonder the application was rejected by the training department.

The concerned employee went to Dennis and showed him the rejection. He further told him that he was looking forward to attending the course at the University. Dennis immediately picked up the phone. What we could hear was only from one side. Dennis told the person over the phone about the rejection and expressed his displeasure. The person on the other side said something. Dennis calmly said, "Don't tell me it can't be done. Just tell me how to do it."

Supporting Personal Growth and Education

He was truly a people person. His policy was to support all employees achieve their dreams. I wanted to do a part-time PhD at the University of Washington. He was there to support me. He wrote a very nice recommendation letter to the University. Further, he approved my internal application to get a complete tuition reimbursement from Boeing. It took me 6 years to complete the PhD, but I did not have to pay anything from my pocket. Thanks to Dennis.

Boeing Electronics Division: A New Generation of Leadership

I had all good bosses over the 15 years of my career at Boeing. However, the one boss that stands out is Rob Snyder in Boeing Electronics. I joined his group around 1995. When you are young, your bosses tend to be older than you. Then comes a transition period when someone younger than you may become your boss. Rob was the first boss who was younger than me.

Nurturing Individual Career Aspirations

Rob was the kind of boss who truly cared for everyone in the group. He would talk with everyone and ask what they wanted to do in the next three years. Having found out their aspirations, Rob would work with them and help them achieve their career goals.

During our one-on-one meeting, Rob had asked me about my aspirations. I told him that I would like to be a technical fellow. Rob worked with me to help me achieve the goal. While I was preparing all the documents for applying to the Tech Fellow program committee, Rob also set my expectations right. He told me that the majority of the applications were rejected the first time. Besides, I was only 36. These positions are typically for senior persons. In the end, Rob presented my case to various committees. I was selected. Undoubtedly, it all happened due to Rob's efforts. As of today, I don't know what happened behind the doors when the committee met.

Advocating for Every Team Member

It was not just one or two individuals that Rob worked hard for, but he tried to bring up every individual in the group. Another fellow in our group wanted to be a manager. Rob made sure that he became one.

Navigating Company Policies for Employee Benefit

One team member was enrolling in an external MBA program. Boeing had a policy of tuition reimbursement. It was handled by the training department. The training department was not ready to accept his form for tuition reimbursement since he was late by a week. When the engineer approached Rob, without hesitation, Rob picked up the phone. He called the concerned department. After explaining the case to the person on the phone, the standard response came from the other side that the final date for application was over. Rob said, "Yes, I understand the rules. But we have to make it happen. Figure out a way to accommodate this form. It's important." They had no choice but to accept the form.

A Culture of Caring Across Boeing

Organizational restructuring, managers joining other groups within the company, new airplane programs, etc. led to my reporting to different managers. I went from working at the Boeing Commercial Group to the Boeing Defense Group. In 15 years, I had 14 bosses. I liked all of them. At Boeing, it seemed that caring for employees was part of the DNA wherever one went. 

Simulators and the FAA Flight. Blog 8

 

My Boeing Days: Simulators and the FAA Flight

Blog 8 of 10

 

 

Photo : Crew Vehicle Systems Research Facility's Boeing 747-400 Simulator at NASA Ames Research Center.

This is a collection of anecdotes that took place during my work at the flight simulator lab at Boeing in Renton, Washington, except the last one which is related to my first FAA certification flight test.

Late Night Simulator Sessions

Getting time on the flight simulator was not easy. Working hours for the simulator lab were from 8 AM to midnight. Each session was 4 hours long. There were only four sessions possible in a day. Once a week, we had to work from 8 PM to midnight. Working on simulators until midnight was always a challenge.

The Dangerous Illusion of the IC Button

One night, my colleague Rob and I were working on a simulator. That day, by 11 PM, we had completed all the required testing. Rob, an aeronautical engineer, was still not tired. He was teaching me how to fly the 767 between two control towers without crashing the airplane. The two simulated towers were barely enough to pass the 767. Just an inch here or there could result in a crash. I tried, and tried, and tried, but the airplane continued to crash. Every time the simulated airplane crashed, the way to get back was to push a little switch with 'IC' written on it. It meant initial conditions. After pushing the IC button, all the analog dials reset to the ground conditions with a distinct clicking noise. I used to fly the airplane again after the clicking sound had stopped. I kept doing it again and again since I could not fly the airplane through the narrow clearance between the two towers. I almost got into a trance. It was midnight, and we decided to call it quits. 

When Simulation Bleeds into Reality

I walked to the parking lot, got in my car, and started driving. As I got on the road, I realized that I was driving as if I were taxiing an airplane. I was right on the centerline of the road! I quickly got back into my lane. Soon, I was on a freeway. There was still some traffic on the freeway. After driving for a while, I found out the reason for the slow-moving traffic. There was some construction going on, and they had only one lane open. Soon, the traffic picked up speed. As I drove, I realized that the barriers were on a curved lane. A slight movement out of the lane could hit the barrier. I was still in the mindset of flight simulators. I thought to myself that it didn’t matter even if I hit the curb on the freeway since I could still push the IC button. Suddenly, this thought shook me, and I realized that there was no IC button in real life!

The Joy of Working at Boeing

A common topic among Boeing engineers was how much they loved the job and were amazed to get paid for doing something as fun as what they did. We were never forced to work 14 hours a day. Often, we worked 8 hours without wasting time in meaningless meetings. Of course, there were many days and nights when we worked beyond 16 to 18 hours.

Racing Against the Clock

I remember one such long day. I was at work at 7 AM as usual. I was working with Del, a software engineer, to get ready for an internal Boeing flight test. We were running some tests on a flight simulator. As our luck would have it, the simulator was not giving the expected output. All day long, Del and I were trying to fix the bug in the software, but he couldn’t find it. At 6 PM, I called home and told my family that I would be home in about an hour. It was 8 PM, but still, we couldn’t find the bug. We were hoping that in 2 hours we would find it, but we still did not have any luck. The flight test was at 5 AM, and we were struggling in the lab. Finally, at 1 AM, the testing was successful. I reached home after 2 AM, slept for 2 hours, and drove back to Boeing field for the flight test. As planned, we took off at 5 AM. Deadlines have a strange thing about them. Everything works at the very last moment!

The Unexpected Cold Shoulder

 My first certification flight, with the FAA directors on board, was quite an experience. For both Boeing and FAA employees, it was customary to wear badges. While walking in the aisle, I encountered a senior FAA official who appeared Indian. As we passed, I read his name on the badge. Sure enough, he was from India. I smiled at him as a basic courtesy. To my surprise, he didn’t smile back. He looked at me and just left. I could not understand why he did that. In those days, there were not too many Indians in the Seattle area. So, I was sure that someone from the community would know this person. The next day, I asked my friend whether he had heard about this fellow. As it turned out, the FAA person had a very good reputation as a kind-hearted gentleman. Later, I found out how the FAA staff interacts with Boeing employees during the certification process. Both parties are supposed to be aloof from each other so that no one influences the outcome of the certification process.  Smiles can be costly at times!

Photo Credit: Crew Vehicle Systems Research Facility's Boeing 747-400 Simulator at NASA Ames Research Center. Trials of Fatigue Countermeasures. In cockpit, pilots (L) Brian Spence and (R) Mike Holmboe. NASA Ames Research Center - Human Systems Integration Division, Public domain, fatigue study.jpg Copy, [[File: Human fatigue study.jpg| Human_fatigue_study]], Copy, May 23, 2002

From Design to Certification. Blog 7

My Boeing Days – From Design to Certification

 

 

Boeing 737-800 Flight Simulator.  ^##  

My Boeing Days – From Design to Certification

Blog 7 of 10

This blog gives a brief of the process from the system design to the FAA certification.  It is not that the exact process is followed on every airplane program or for every system change. Additionally, the process described here is for the Flight Management Systems (FMS) as well as the autopilot system.  This process flow changes when structural changes are needed.  Manufacturing has its own set of complex processes. The objective is to give a glimpse of the complexity involved in the process of designing or modifying the FMS and the autopilot system .

System Design

There are multiple reasons why new aircraft designs are created:

•   New airplane programs are announced every few years to meet market demands

•    New engines developed by manufacturers necessitate design changes in some systems

•    Boeing continuously adds functionality to improve passenger safety and comfort on existing airplanes

•    Airline pilots suggest new features or report issues during discussions with Boeing 

The engineering design group proposes new functionality based on problems, needs, requirements, and suggestions from various airlines. Engineering shares and discusses designs with interested airlines to refine the system. This is how the new system design is created. 

System Design: Adversaries to Collaborators

The best way to develop a good system design is to have two independent groups work on design aspects. At Boeing, these groups would meet to promote their designs by highlighting advantages. Discussions were often heated, with voices heard outside conference rooms. Even after meetings, the groups argued like staunch opponents. 

The Final Design Meeting 

At the end of the initial design phase, a final meeting with all managers present would last for hours discussing the pros and cons of each design. Agreement was reached on certain aspects, with the best features from both designs accepted. The outcome was always the optimal possible design.

Culture of Collaboration

Surprisingly, at the end of these meetings, both groups behaved amicably. They continued cooperating happily until the next design phase review. This ability to set aside differences, abide by final decisions, work together toward a common goal, and make designs successful was integral to Boeing's culture.

Vendor Role

Boeing selects specialized vendors to produce FAA-approved systems. Boeing Engineering develops top-level designs in coordination with airline customers and vendors. After finalization, the design is sent to the vendor, who creates low-level design documentation for software programmers.  The programmers write even lower-level code design documents and finally the code itself. The new design is simulated for a large number of conditions.  Once found satisfactory, the new design is sent to the vendor.  The vendor then develops the Red Label software box and sends it to Boeing for lab and flight testing.  Once the Red Label box is available, the next step is to conduct simulations to test the design and improvise it.

From Design to Simulation in Hybrid Simulation Lab

Boeing's hybrid simulation lab (HSL) was in a large open area. It had long benches with multiple computer terminals. Software engineers used those terminals to connect with a large mainframe computer. In those days, it was a novelty to print big posters using a computer printer. What caught my attention was a poster about 2 ft by 20 ft long. It was on computer printout paper with small holes in the ends for holding in the printer spooler. The paper had a typical one-inch-thick light green band separated by a white band of equal size. The poster read, "If civilization were built the way programmers write programs, it would have collapsed in one day."

 

Computer Printer Paper

Photo by: David Swart

Creative Commons Attribution 2.0

Source: Wikimedia 

Flight Simulators: Stationary and Motion Cabs

Boeing has sophisticated cockpit simulators ranging from stationary to motion 'cab'. A cab is a cockpit area with all instruments connected to a computer. A cab is short for a cabin. Each cab looked exactly like the cockpit. It has all real instruments hooked up to a simulator. Thus, it has hardware driven by very complex software. That's why it is called a hybrid simulation. There is also a provision to bring flight computer boxes from an airplane and plug them in to recreate scenarios similar to the ones experienced by any real flight.

Cabs that do not move are called stationary cabs or S-Cabs for short, and the ones with motion are called M-Cabs. The M-Cabs could move in 5 or 6 directions of motion.

 

 

Boeing 737 flight simulator.

Photo by: Sergei Sobolev

Creative Commons Attribution 3.0

Source: Wikimedia

Boeing Flight Tests and the FAA Certification 

This is followed by flight tests using the red label box. Major design changes often require one or more meetings with the FAA during the system development to ensure that there were no surprises or misunderstandings before certification.

After the flight tests and data analysis, approval is obtained from the Boeing pilots as well as from the engineering design head.  Then it is flight-tested by the FAA. Once the FAA team is satisfied with the system and airplane performance, the final certification is issued by the FAA.

^## Photo by: Frank Schwichtenberg, Creative Commons Attribution 4.0, Source: Wikimedia

 

Henri Peter-Contesse, Epitome of Integrity. Blog 6

The Boeing 747 prototype ‘City of Everett’. This airplane is presently located at the Museum of Flight at Boeing Field, Seattle, Washington. The first test flight of this prototype was on 9 February 1969. It is named after the City of Everett, Washington where Boeing manufactures commercial airplanes.

First Impressions

During my first few months at Boeing, I met a legendary engineer, Henri Peter-Contesse. When we met, he told me that he was from Switzerland and his last name was hyphenated. He was a very soft-spoken, tall, slim individual in his late 50s. He had a calendar from Switzerland next to his desk. The calendar had pictures of various trains from Switzerland going through the Alps. Henri always admired the design of the Swiss train compartments that always remained horizontal despite going through a very hilly and rocky terrain.

Experience vs. Youth

I was just a young kid around the corner who was from the computer era. I was full of energy but foolish when it came to aero-plane design. I was 30 years younger than him but always thought I knew a lot. On the other hand, Henri had worked on the propulsion, aerodynamics, and flight controls of the first 747. The aircraft in the picture in this blog was the one that Henri worked on. He had done all the calculations using his 'computer' that no one could guess the name of. The computer was a 'slide rule'.

A Lesson in Humility

I remember one day Henri told me to do some complex calculations. As usual, I wrote a computer program to do it. I ran the program for different conditions and came up with results. I showed the results to Henri and did not expect to do anything over and above. However, Henri looked at the numbers, went into his usual thinking trance, and then said, "Vinay, your numbers are not correct". As a typical computer-era kid, I responded, "I have checked my program. The program is correct." Henri calmly told me to check my program one more time. What a shame! I found a mistake in the program. Henri's knowledge of systems, tolerances, gains, performance, and all associated parameters was impeccable. My admiration of Henri went up many folds. Little did I know that my admiration of Henri would soon grow leaps and bounds.

Vision and Persistence

One day, one of the senior engineers told me a story dating back to the late 70s. Handling the aircraft under turbulent conditions has always been a very important topic of research. Henri was working on it for several months if not years. After a lot of hard work, Henri came up with a System. He went to his manager and showed him the design and rationale behind such a system. His boss was not convinced. More funding for further research was turned down. Henri continued to do more analysis and thought experiments. He was convinced even more. Thus, he went back to his manager and asked for more budget. Henri was again turned down. This continued for a while. Finally, his boss thought of giving Henri some budget for testing and implementation on the actual airplane. The system development was making good progress. The progress continued, and the FAA certified the system for the 747-200. Henri's boss was very happy. He reported to his bosses about the brilliant work Henri had done. The higher-ups were happy. They held a small ceremony to honor Henri for the system design and implementation. The system was now put on commercial flights to suppress oscillations and improve passenger comfort.

The Challenge of Real-World Testing

Systems that counter gusts or turbulence are very difficult to design. Additionally, testing these systems is challenging because the weather conditions that trigger oscillations are hard to find. Testing involves flying an airplane through these elusive conditions, making it difficult to evaluate the systems properly.

I remember once we were testing the onboard system for wind shear. We got a call from the Colorado Springs control tower that they were witnessing medium turbulence. We immediately took off from the Boeing Field in Seattle and headed to Colorado Springs, hoping to fly through medium to heavy turbulence. However, by the time we reached over there, the turbulence had subsided.

Analyzing the Data

When Henri’s system was flying on commercial flights, it became easy to get the test data. Whenever the aircraft experienced medium to heavy turbulence, the system behavior was recorded. Since Boeing has a tie-up with many airlines, they exchange in-flight data. This type of data started coming back to Boeing. Henri started analyzing it.

After analyzing many such data sets, Henri realized that the system was not doing its job. It was as if no system was installed. The system was not causing any detrimental effects. The presence of the system was not a safety issue. But it was just that it was not performing at all and adding to the dead weight.

Integrity Above All

Henri was disheartened. His conscience was very clear. He went and met his manager. Henri told the manager that the system was not doing the job. Based on what was told to me, I imagined the conversation to have taken place something like this.

The manager asked him, "So what do you want me to do?". Henri, "I would like to have the system taken off from the commercial flights because it is not doing what it is supposed to do. It is a dead weight impacting the fuel efficiency of the aircraft". Manager, "Do you know how hard it was to convince the bosses to get the budget? We got that done for the program. We had a ceremony celebrating the system's success, and now how can I go back?" Apparently, the manager was not convinced in the first few rounds of discussions with Henri. However, finally, the manager reported that the system was not working, and it was taken off the airplane. It takes a special person to return a medal, admit that he didn't deserve the award since the system wasn't working, return the medal, and obey his conscience.

A Legendary Legacy

People like Henri Peter-Contesse are few and far between. To such scientists and engineers, truth is what matters. Individual gains have no relevance. Science is above pride, ego, prestige, and honors. They will defend the truth at any cost. Henri was certainly a legendary engineer; one hardly gets a chance to meet such great minds, let alone a chance to work with them. Above all, he was the epitome of integrity.

Early Life and Passing

Henri was born in 1924. He was raised in Neufchâtel, Switzerland. Henri passed away in 2023 in Bellevue, Washington.

 

A Way to Safer Airplane Designs. Blog 5

 

My Boeing Days

 Blog 5 of 10

Photo: 747, JAL, Near Mt. Fuji.

 

Starting at Boeing with a New Assignment

Soon, all newcomers were assigned tasks. My job was to conduct the Failure Modes and Effects Analysis (FMEA) for the autopilot system on the 747-300. The 747-flight control system is triple redundant, meaning that if one computer fails, another takes over, and if the second fails, the third will take over. Conducting the FMEA involved a lot of repetitive calculations.

Seeking Efficiency: The Quest for Better Computing

By nature, I am lazy when it comes to repetitive tasks. I always try to find ways to use automation or computers to perform repetitive tasks quickly, allowing me to focus on tasks that require thinking. There were two HP9830 computers in the group. After repeated requests, one was assigned to me for four hours a day. The computer was so slow that one calculation used to take about an hour. It had a small cash register-type printer, and the result was printed on that paper. There was a one-line display that was hardly visible and readable. Soon, I got frustrated with it too. There were no other computers to be seen anywhere in the building where I was sitting.

Discovering the Computer Room

One day, my friend Ed and I were coming back from lunch. Someone had mentioned a computer site in another building, so we decided to check it out. When we went there, we saw a big computer room kept in a special temperature-controlled environment. The whole thing looked like a set from a Star Wars movie. We talked with the site coordinator to ask for permission to work there. He asked us to get a form filled out by our manager. We immediately completed all the formalities and started working there. Now, my program was running in 30 minutes instead of 2 to 3 days!

The Critical Autopilot Project

I was working on a very critical part of the autopilot program. In those days, the 747 autopilot landing was not perfected. On simulators, the airplane sometimes deviated from the runway and landed on grass. It was very important to fix the design as soon as possible and get certification from the FAA for the new autopilot systems. According to FAA rules, the failure rate should be below 10^-9, i.e., one catastrophic failure in a billion landings. The old design did not meet the criteria.

Discovering a Mistake: The Importance of Integrity

I started coming up with the failure rates under various conditions. These results were presented in multiple meetings, and long discussions were held on design improvements. During one such meeting, Jack, the second-level manager, made a side remark that for a specific condition, the failure rates seemed to have improved considerably. I heard that, and it made me feel uneasy. If it is too good to be true, is it true?

Every other week, Jim repeated his message loud and clear: "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 message was ingrained in us. I had to go back and check my numbers.

Confronting the Error: A Test of Character

After the meeting, I rushed back to my desk. It was lunchtime, but first things first—I had to check the numbers. I did, and I found a mistake. I did not know where it was happening, but I was sure that the numbers presented in the meeting were wrong. Without thinking anymore, I rushed to my lead engineer's desk.

Pete was having his lunch. "Pete," I said. "Yes?" he replied. "I have made a mistake in my numbers," I told him. Pete was neither alarmed nor curious to find the mistake. Instead, he said, "So what do you want me to do?" "Would you please inform Jack that the numbers are wrong?" I requested. I was following the chain of command and not trying to bypass anyone. Pete laughed. He said, "Do you know how Jack shouts and screams at people?" I interrupted him and said, "But Pete, the numbers are wrong. I can't keep others in the dark. I have to inform Jack." "Ok," murmured Pete. "You do what you want. I'm not coming."

A Culture of Openness and Forgiveness

Jim's words had made a strong impression on me. I could not push my mistakes under the rug. I didn't think twice. I rushed to Jack's office. Jack was eating a sandwich with his left hand and working with his right hand. "May I come in?" I asked. Jack nodded. I went in. "The numbers that you saw today for the failure rates are wrong. I have made a mistake," I said. Jack's response was unexpected. "So, when can you give me the new numbers?" I told him that in two hours he would have the numbers. Later, I found that in my program I had swapped the labels for graphs.

I was very relieved by the way Jack responded. His response ensured that if I made mistakes in the future and informed the management, I would be forgiven. This is the best way to ensure that the safety of the airplanes is prioritized. To err is human; to forgive ensures openness. Openness, in turn, leads to better design and airplane safety.

Years Later: Another Test of Management's Support

About seven years later, one of our team members, Andy, was assigned a task that required an IBM PC. In those days, PCs were not easily available. Our group did not have the budget to purchase them; however, a neighboring group did. When Andy wanted to use their PC, he had to go through permissions from the bosses. Ed Schroeder was our boss. It was agreed that Andy would use their PC after hours. Thus, Andy started to work from 5 pm to 9 pm in the other group.

One day, Andy came to me. He was very scared. He told me that by accident he had pressed the Ctrl-Alt-Del keys, and the entire disk was wiped out. He was waiting to meet Ed to tell him what had happened. After telling Ed about the mishap, instead of saying anything, Ed started laughing very hard. Andy was all confused. Ed told Andy, "If they don't have a backup disk, then it's their problem. I'll talk with them."

Prioritizing Safety Through Supportive Management

This is the type of management we had—very supportive, forgiving, encouraging openness, and taking care of issues. The idea of an airplane safety issue not coming to light at an early stage was unthinkable in this environment. Safety was ingrained in our minds by Jim through his biweekly speech.

Curious Max at Boeing. Blog 4

 

My Boeing Days

Blog 4 of 10

 

Final assembly of Boeing 737 airplane (1975)

A Global Team at Boeing

This story goes back to the early 80’s.  Our group was truly international. The team members came from Switzerland, Greece, Japan, Britain, Ireland, Scotland, Germany, Sweden, and the United States. I was the sole representative from India. Our group was filled with fascinating personalities, each worthy of their own blog post. My early days at Boeing reminded me of the great writer Vyasa's words about his epic Mahabharata: "You will not find any character outside of those I have portrayed in Mahabharata." Our group was a living example of all such characters. 

Max: The Curious Engineer

Max was one such ‘intriguing’ engineer.  Max stood out among us with his blonde beard, golden glasses, curly hair, and a perpetually quizzical expression. He was kind-hearted and helpful, yet naive about the world beyond his experiences and somewhat gullible. I had come from a world far away for Max.  To Max, India was magical, mysterious, and mesmerizing, straight out of the pages of The Jungle Book, where Mowgli might have been a real boy. As expected, Max was intensely curious about India.

An Unofficial Ambassador for India

Max frequently approached me with questions about my homeland. I reminded myself that every Indian in America serves as an unofficial ambassador. My behavior, for better or worse, would likely be seen as representative of all Indians. So, I strived to answer all questions politely, even when they verged on the offensive side. 

His initial questions ranged from the significance of the bindi to Indian women, Indian eating habits, snake charmers, and offering milk to snakes. One day, he asked about the cows being sacred in India. I calmly explained that while all animals are respected, cows hold a special place in rural households, much like dogs in American homes.

Elephants in Bombay: Max's Perceptions and Curiosity

Max's curiosity was not getting over.  One day Max came to me and asked,” Vinay, is it true that you have elephants in Bombay?” - it was still not called Mumbai those days.  I got a bit irritated by his question but I could not show it on my face.  Here I was trying hard to be polite hoping that someday Max would start understanding the wonderful place that I came from.  Despite all the efforts, Max was going back to square one.  I decided that he was beyond the change of opinion.  The best I could do was to be witty.  I decided to go on rambling. 

Imagination Going Wild with Humor

“Max”, I began, “I am glad you asked.  Oh, how I miss Bombay!  Life was wonderful during my childhood! During summer breaks, our pastime was to go out to a nearby lake.  We had many buffalos over there.  We'd ride on their backs as they took refreshing dips in the water. Oh! That felt so good in hot weather! Then we used to go around the lake on the back of buffaloes.    After hours of doing this, we used to sit on the back of an elephant.  Then our favorite place was to go to the Gateway of India. The elephant used to walk slowly all the way to the arch. After roaming there for a while, we used to be back on the elephant’s back and come home before dusk”. 

Reflecting on Cultural Misconceptions

Max was mesmerized.  He was listening to every word of it.  “Oh, I see”, said Max.  As he walked away from my desk, he surely had many more questions on his mind.  But we had to get back to work.  As I returned to work, I felt a mix of amusement and sympathy for Max.

Photo Credit:  Final assembly of Boeing 737 airplane (1975).jpg

Image cropped from the 1975 Boeing annual report. 

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First Day at Work. Blog 3

My Boeing Days – First Day at Work

 Blog 3 of 10

Photo: Boeing's widebody factory in Everett, Washington, shot from the air on October 15, 2011

 

My First Day at Boeing

It was April 8th, 1981, my first day at Boeing. I was nervous. I had no idea that I was selected to work for the legendary 747 in its Autopilot design group. Control systems and R&D work were my favorites. It was like a dream come true. However, I was a raw engineer. I was very eager to learn; knowing well that I was at ground zero and had to have a very fast learning curve.

The Office Layout: A Glimpse into Boeing's Past

Those days, the seating arrangement was quite different than today. When I entered the building, there was a very long hallway. There was an opening after every 150 to 200 feet. This opening was to a very large open hall. In the hall were 100 green-colored steel desks and a chair with a swiveling back. These desks were arranged in 10 rows with 10 desks each. The desks, as well as the layout of the building, were the legacy of old times when all drawings were hand-drawn using the set-square, T-square, and a table lamp with a magnifying glass. By the time I joined Boeing, drawings were on blueprints, and another group used to draw them. Thus, our desks did not have the drafting equipment. The whole area had very few windows. Only some engineers in the last rows used to get a window seat. The window was 3 feet tall and 1 foot wide. Then there was a brick wall for a few desks, and then there was another small opening called a 'window'.

Adjusting to Professional Life 

As luck would have it, I was assigned a desk in the last row, and it had a window! While at the University, we were used to sitting in a classroom for a maximum of 50 minutes. We used to run outside to attend another lecture on another floor or another building. That was, in a way, good. We could get some fresh air and enjoy nice weather, if there was any, and watch Mount Rainier in the background of a rose garden and a large fountain that was the landmark of the University of Washington. We were not confined to one seat for 8 hours. During the first week or so at Boeing, we were not assigned any work. We used to attend some orientation programs, some general informational talks, etc. Having nothing to do and just having to sit for 8 hours was the hardest part of getting used to being a working professional. We felt restless. My new friends from Boeing, who were all fresh out of college, used to hang around my desk. We used to watch through the window. It was the only solace for us, an assurance that there was life after 8 hours!

Understanding the Corporate Hierarchy

Apart from the technical matters, I was just beginning to understand the organizational structure. I reported to a lead engineer, Pete. He reported to the first-level manager, Don Taylor. Jack Shaw was my manager's manager. The terminology used was ‘second-level manager’. Jim was the unit chief with about 4 to 5 thousand engineers and managers reporting to him. Overall, all these people loved their work, were extremely talented individuals, and best professionals.

Jack Shaw: The Dedicated, High-Level Manager

Jack Shaw was the second-level manager. He had about 300 to 400 engineers in his organization. Jack was known to be very strict and disciplined. He was a workaholic. Jack used to come to work even when he was on leave. The way to tell whether Jack was on leave or not was to look at his shoes. If he was wearing dress shoes, he was not on leave. When he was wearing casual shoes, Jack was on leave!

Engineering Culture at the Heart of Leadership

All of my managers, right from the group lead to the CEO came from the engineering ranks at Boeing. Their going through the ranks made them fully aware of what the challenges, issues, and cautionary tales were. Boeing pilots were not just pilots. They were engineers first. They had worked in engineering design groups. They understood engineering systems very well.  That’s how the engineering company was built.

Boeing and FAA Working Together

Then there was a very unique designation, Designated Engineering Representative or DER for short. The DERs were employed by Boeing yet their reporting was dual. They reported to Boeing as well as the Federal Aviation Administration (FAA). They were supposed to report every potential safety issue to the FAA at the earliest. Any possible wrong turns in the upcoming design were reported to the FAA almost immediately. Both Boeing and the FAA would try to mitigate the risk and find a better way to design. Being a DER was a very high honor, and it was well respected throughout the organization.

The Rigorous Path from Design to Certification

From design to certification was a very long, tedious, and strict process. Modifications to an existing system were not easily certifiable. It involved understanding the current control systems, understanding the shortcomings, doing the necessary design modifications, and testing it on various platforms including the software simulator, hybrid simulator, and the motion cabs. Once the system was properly functioning, the next steps involved a series of flight tests where the Boeing pilots would test the system and approve. After all this, then came the major step of getting it tested by the FAA with their pilots, system experts, and engineers. If the system passed the rigorous testing by the FAA, then Boeing would get the system certification. Finally, Boeing was allowed to put the new system on commercial airplanes.

Safety First: Jim's Perpetual Message

Every two weeks, Jim, our unit chief, used to have a meeting with us. He used to tell us how many 747s rolled out of the factory, how many were already sold, and how Airbus, the competitor, was doing. Airbus used to have many white-tailed airplanes. "Do you know what the white-tailed airplanes are?" Jim would ask before going on. "These are the planes still to be sold. They do not have a customer. We do not want to get into that situation." Then came his favorite topic. Jim used to say, "When you design an airplane, remember your spouse, your children, your parents, your family, your friends, and many others, all over the world, are going to fly on that airplane. Their safety is in your hands." Jim used to repeat the same safety message in every single meeting. Many of us had joined Boeing from school. We did not have any prior experience. Thus, for us, that was the only way to run the business--safety first. Jim's words made a long-lasting mark on our minds. Safety is of utmost importance.

Cultivating a Culture of Safety and Excellence

Our indoctrination training at Boeing was indeed an integral part of assimilating us into the culture of meticulous engineering, and unwavering commitment to safety. Working hand-in-hand with the FAA provided the necessary checks and balances. Both organizations performed at their best in their respective lines of duty to design, develop, build, test, certify, and manufacture the best and safest airplanes. This collaborative approach ensured a comprehensive process that prioritized safety and quality throughout the aircraft development lifecycle. 

 

Photo Credit: Jeremy Elson

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