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.

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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