Boeing Company Quotes

According to Petroski, real knowledge from real failure is the most powerful source of progress we have, provided we have the courage to carefully examine what happened. Perhaps this is why The Boeing Company, one of the largest airplane design and engineering firms in the world, keeps a black book of lessons it has learned from design and engineering failures.[4] Boeing has kept this document since the company was formed, and it uses it to help modern designers learn from past attempts. Any organization that manages to do this not only increases its chances for successful projects, but also helps create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own.

For Elon Musk, this spectacle has turned into a familiar experience. SpaceX has metamorphosed from the joke of the aeronautics industry into one of its most consistent operators. SpaceX sends a rocket up about once a month, carrying satellites for companies and nations and supplies to the International Space Station. Where the Falcon 1 blasting off from Kwajalein was the work of a start-up, the Falcon 9 taking off from Vandenberg is the work of an aerospace superpower. SpaceX can undercut its U.S. competitors—Boeing, Lockheed Martin, Orbital Sciences—on price by a ridiculous margin. It also offers U.S. customers a peace of mind that its rivals can’t. Where these competitors rely on Russian and other foreign suppliers, SpaceX makes all of its machines from scratch in the United States. Because of its low costs, SpaceX has once again made the United States a player in the worldwide commercial launch market. Its $60 million per launch cost is much less than what Europe and Japan charge and trumps even the relative bargains offered by the Russians and Chinese, who have the added benefit of decades of sunk government investment into their space programs as well as cheap labor. The

One reason was that rocket components were subject to hundreds of specifications and requirements mandated by the military and NASA. At big aerospace companies, engineers followed these religiously. Musk did the opposite: he made his engineers question all specifications. This would later become step one in a five-point checklist, dubbed “the algorithm,” that became his oft-repeated mantra when developing products. Whenever one of his engineers cited “a requirement” as a reason for doing something, Musk would grill them: Who made that requirement? And answering “The military” or “The legal department” was not good enough. Musk would insist that they know the name of the actual person who made the requirement. “We would talk about how we were going to qualify an engine or certify a fuel tank, and he would ask, ‘Why do we have to do that?’ ” says Tim Buzza, a refugee from Boeing who would become SpaceX’s vice president of launch and testing. “And we would say, ‘There is a military specification that says it’s a requirement.’ And he’d reply, ‘Who wrote that? Why does it make sense?’ ” All requirements should be treated as recommendations, he repeatedly instructed. The only immutable ones were those decreed by the laws of physics.

The key to market leadership is consistent high performance over the long haul. The Boeing Company survived as an industry leader for over a century in the exact same manner--by designing and building the finest and most-advanced aerospace products known to mankind.

His first day on the job came right as Boeing completed its merger with McDonnell Douglas. The resultant mammoth government contractor held a picnic to boost morale but ended up failing at even this simple exercise. “The head of one of the departments gave a speech about it being one company with one vision and then added that the company was very cost constrained,” Hollman said. “He asked that everyone limit themselves to one piece of chicken.

Thirteen giant companies are leading contractors with US Customs and Borders Protection (CPB), including Elbit, Lockheed Martin, Raytheon, General Dynamics, Northrop Grumman, and Boeing. These firms are all weapons manufacturers, and for them it mattered little if their clients were the US military in its wars in Iraq and Afghanistan or the Israeli government in its occupation.60 Between 2006 and 2018, CBP, the US Coast Guard, and ICE (US Immigration and Customs Enforcement) released more than 344,000 contracts for immigration services worth US$80.5 billion. The first drones tested and used by CBP over the US–Mexico border in 2004 were made by Elbit.61 This Israeli company liked the Trump administration and donated to his re-election campaign in the 2020 presidential election.

It is important to realize the Boeing of 2024 is a very different company to that of the past.

Some of the very people who ran McDonnell Douglas into the ground resurrected the same penny-pinching policies that sank their old company. Borrowing a page from another flawed idol, Jack Welch’s General Electric, they executed what today might be called the standard corporate playbook: anti-union, regulation-light, outsourcing-heavy. But pro-handout, at least when it comes to tax breaks and lucrative government contracts.

Agriculture Department in 2019 quietly cut the number of inspectors in pork plants by more than half. Finding defects—feces, sex organs, toenails, bladders—was mostly left to the companies themselves, much in the way that the FAA relied on Boeing’s own employees to ensure aircraft safety.

It emerged that Douglas engineers had known the design was vulnerable to a catastrophic failure, and indeed, two years earlier, a near disaster had ensued on a flight over Windsor, Ontario, which also lost a cargo door. The pilot had been able to land the plane in that case. Instead of fixing the issue immediately, McDonnell Douglas had convinced the FAA to let it add a support plate over time to the doors—a “gentlemen’s agreement” revealed in the congressional hearings. Records at Douglas showed that the support plate had been added to the Turkish Airlines plane, when it had not. Three company inspectors had signed off on the nonexistent fix.

When Fortune interviewed Collins in 2000, he was already starting to rethink the idea. “If in fact there’s a reverse takeover, with the McDonnell ethos permeating Boeing, then Boeing is doomed to mediocrity,” he said. “There’s one thing that made Boeing really great all the way along. They always understood that they were an engineering-driven company, not a financially driven company. If they’re no longer honoring that as their central mission, then over time they’ll just become another company.

Yet just days later Ryanair announced that it had placed one of the biggest-ever orders for Boeing’s 737 series aircraft. The company said it would purchase one hundred Boeing 737-800 aircraft in the next eight years and had taken options on fifty more planes, claiming that Boeing’s offer was ‘exceptionally competitive’. Ryanair said the ‘catalogue value’ of the deal was $9.1 billion, but refused to disclose the extent of the discount it had negotiated. Airline industry observers, aware of the US aircraft manufacturer’s desperate need to win the contract, speculated that it amounted to between 30 and 50 per cent. Boeing had been forced to sharply reduce its aircraft production and to lay off up to 30,000 workers as it struggled to stave off a financial crisis in the wake of the terrorist attacks. Some people who know O’Leary and Tony Ryan well suggest one of their great similarities is their ability to ‘corner their prey’.

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

Perhaps this is why The Boeing Company, one of the largest airplane design and engineering firms in the world, keeps a black book of lessons it has learned from design and engineering failures.[4] Boeing has kept this document since the company was formed, and it uses it to help modern designers learn from past attempts. Any organization that manages to do this not only increases its chances for successful projects, but also helps create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own.

Seven of the 30 largest U.S. corporations paid more money to their chief executives last year than they paid in U.S. federal income taxes, according to a study. The seven companies cited were Verizon, Boeing, Ford, Chevron, Citigroup, JPMorgan Chase and General Motors. A Verizon spokesman disputed the report, saying that the company paid $422 million in income taxes in 2013 and that "the federal portion of that number is well more than Verizon's CEO's compensation.

Last year’s Boeing contract in Washington State saw members of the International Association of Machinists vote down a contract that would transfer their pensions to a 401k plan and increase their healthcare costs with minimal raises over eight years. “Because of the massive takeaways,” Local 751 President Thomas Wroblewski told his members, “the union is adamantly recommending members reject this offer.” After the members voted down the contract by 67 percent, Washington State found $8.5 billion in tax breaks for the company and International President Thomas Buffenbarger stepped in to carry this corporate sweetheart deal through the last mile. With Boeing threatening to move the assembly of the new 777X passenger jet to another state, the International demanded a re-vote and the intimidated membership agreed to the same deal they previously rejected. The collusion of a multinational corporation and the state in transferring billions of dollars of wealth from working-class people into the hands of the rich could hardly have been possible in this case without the assistance of the International leadership. Boeing workers got to keep their jobs—but the fight that they may have been prepared to have with their employer was swiftly shut down.

The magnitude of the underfunding was astronomical. One study of just the 348 companies in the S&P 500 with defined benefit pension programs concluded that this underfunding amounted to between $184 and $323 billion (if non-pension benefits, such as health benefits, are included, the deficit is in the range of $458 to $638 billion). A Merrill Lynch study showed that companies with off-balance-sheet pension liabilities that exceed their total equity value include Campbell Soup, Maytag, Lucent, General Motors, Ford, Goodyear, Boeing, U.S. Steel, and Colgate Palmolive. While the accounting standards may have disguised the true size of the pension liabilities, they were in fact real liabilities, obligations of the corporations to their workers. They represented a potential source of bankruptcy for many of America’s most important companies.

we know unequivocally that the traditional MBA curriculum for running large companies like IBM, GM and Boeing does not work in startups. In fact, it’s toxic.

We all know now that the 747 became the flagship jumbo jet of the airline industry, but the decision looks much different from the perspective of the late 1960s. Yet—and this is the key point—Boeing was willing to make the bold move in the face of the risks. As in Boeing’s case, the risks do not always come without pain.

Bill Boeing first articulated the company's basic philosophy a century ago: 'We are embarked as pioneers upon a new science and industry in which our problems are so new and unusual that it behooves no one to dismiss any novel idea with the statement 'It can't be done.' ' It is this philosophy that continues to drive Boeing today.

President Truman laid out bold, new policies to contain Soviet expansion.142 Global tensions translated to federal contracts for the region's defense industries, especially Boeing. The company built B-50 and B-52 bombers for the newly established U.S. Air Force,

In 1977 GM’s Oldsmobile Toronado was the first production car with an electronic control unit (ECU) to govern spark timing. Four years later GM had about 50,000 lines of engine control software code in its domestic car line (Madden 2015). Now even inexpensive cars have up to 50 ECUs, and some premium brands (including the Mercedes-Benz S class) have up to 100 networked ECUs supported by software containing close to 100 million lines—compared to 5.7 million lines of software needed to operate the F-35, the U.S. Air Force’s joint Strike Fighter, or 6.5 million lines for the Boeing 787, the latest model of the company’s commercial jetliners (Charette 2009).

Today, while we do have positive economic growth for some, there are many economic failure indicators in my country. They include people sleeping in the cold squalor of abandoned houses. Drugs, liquor stores, pawn shops, and payday lending stores have become a growth industry in the west, while productive industry is shuttered or moved to lower wage countries. The growth industry today is in “economic extraction”, while real economic production is having a difficult time. “Financialization” seems to be the name of the game, and “economic extraction” is what that means, rather than economic production. Why build factories and produce goods if quicker money can be made by stripping companies instead. General Electric, Boeing, 3M, Sears, Toys R us, and so many others serve as examples of company stripping. Perhaps country stripping.

Her biggest clients were transportation companies. She helped plan their PR campaigns, write white papers, and set up “Astroturf” organizations to give corporate messaging the appearance of grassroots support. A

Cassani and her team were thrifty, spending no more than necessary to get things done. The £25 million, Cassani knew, wouldn’t last long. She rented office space from BA’s pensions department, “then we begged and borrowed some bashed equipment and sorted a single telephone line. We were able to get the secondhand desks and chairs from another British Airways subsidiary, Air Miles, for almost nothing.”23 Cost containment was paramount: “Between cramped offices, secondhand furniture, no company cars, no free parking, outsourcing and general penny-pinching, we developed an enduring low-cost culture in Go.”24 Following Southwest’s and Ryanair’s analogs, Boeing 737 aircraft would comprise the entire fleet.

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

For Airbus, those lessons are being showered on its new A350—its largest twin-engine jet ever, designed to compete with Boeing’s Dreamliner and that company’s larger 777 widebody.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.

In addition, the Clinton Foundation accepted donations from six companies benefiting from U.S. State Department arms export approvals. They are as follows: Defense Contractor Donation Min. Boeing $5,000,000 General Electric $1,000,000 Goldman Sachs (Hawker Beechcraft) $500,000 Honeywell $50,000 Lockheed Martin $250,000 United Technologies $50,000548 One arms contractor that got millions from Hillary was General Electric. General Electric owned 49 percent of NBC. NBC hired Chelsea Clinton for $600 thousand just prior to their enormous contract, approved by the State Department. Chelsea, who is a fully matured adult, has become a grifter like her mother. Those

Airbus Group Ventures business to be led by Tim Dombrowski, a former partner of technology venture capital powerhouse Andreessen Horowitz. The unit’s mandate is to “invest in promising, disruptive and innovative business opportunities generated around the globe,” Airbus said on Friday. Paul Eremenko, who was director of engineering at Google’s secretive Advanced Technology and Projects organization and also worked for the Pentagon’s Defense Advanced Research Projects Agency technology incubator, will be chief executive of Airbus Group Silicon Valley technology and business innovation center, the company said. “Silicon Valley serves as a unique hub for technology breakthroughs and we see huge opportunities to learn from, and partner with the many players based there,” Airbus Chief Executive Tom Enders said in a statement. Mr. Enders has become concerned that newcomers to the industry may turn into formidable rivals to the European aerospace giant along with more traditional competitors such as Boeing Co. That’s already happening in space where entrepreneur Elon Musk’s space company, Space Exploration

Livingston: Didn't you also insult them by describing publicly what it was like to have VCs run your company? Greenspun: Only after they sued me. I said it was like watching a kindergarten class get into a Boeing 747 and flip all the switches and try to figure out why it won't take off. That was before I got my pilot's license. Now I know how apt it was.

Boeing is a classic example of what happens to a company when the general public becomes aware that it has serious quality control issues, safety problems, and a dangerous lack of government regulation.

Tahmouress Sadeghi has also worked for many different aviation companies, including Boeing Military and Commercial, MacDonald-Douglas, Northrop-Grumman, ARINC, and Allied Signals

Like NeXT, like Polavision, like the Boeing 747, the PIC was a beautiful, turbo-powered, wildly expensive machine—with no customers. Once again, love of loonshots had triumphed over strength of strategy, just as it had with Juan Trippe and Edwin Land. Only Jobs, unlike the other two, had doubled down on the Moses Trap. After two more years and over $50 million invested, Jobs finally pulled the plug on the PIC. In April 1990, Pixar sold its hardware business to a California-based technology company, Vicom Systems.

Retirees Another approach P&G uses is connecting with a different group of external technology experts from an underused demographic: P&G retirees and retirees from other companies. These people worked decades in their specialties and certainly didn’t lose their brain cells when they packed up their offices. P&G created a new, separate company, YourEncore.com, to utilize the expertise of retired technical specialists. We not only use P&G retirees but those from other companies—Boeing, for example. Likewise many other companies utilize the services of YourEncore.

Boeing at the time had a towering reputation for customer service, a share of the jetliner market that surpassed 70 percent, and a stock that had been the Dow’s best performing for a decade. “The Seattle Airplane Company was probably the most honest, reputable, best company you would ever work for,” said Gordon Bethune, who was a customer training executive and division chief at Boeing from 1988 to 1994 before leaving for Continental. Soon after he joined the airline, it placed

Boeing is a USA private company that is driven by the stock market, whereas Airbus is a largely a European government company that is driven by safety.

The problem when managers become fearful of their company is that you end up with unsafe workplaces.

There’s one thing that made Boeing really great all the way along. They always understood that they were an engineering-driven company