Boeing HQ
Today’s key stories regarding Boeing include a discussion of whistleblowers, now 32 over the last three years. Boeing’s relationship with the NTSB and FAA is also under scrutiny after Congressional hearings earlier in the week. Other stories focus on Boeing’s painful public reckoning and PR failures.
On a more positive note, Boeing is planning to bring flying cars to Asia by 2030 via its Joby subsidiary, and Alaska Airlines is focusing on Boeing production safety, not new plane output,
We are reporting on how the A321 is reshaping the narrow-body market at Boeing’s expense and the formal issuance of a new Airworthiness Directive for the 737 MAX 8 and 9, initially drafted in February and will take effect next month.
- Boeing hit with 32 whistleblower claims, as dead worker’s case reviewed – Al Jazzera
- Boeing whistleblower says he received ‘physical threats’ after raising safety concerns – The News Tribune
- Boeing’s rise, fall, and painful public reckoning – BNN Bloomberg
- Boeing aims to bring flying cars to Asia by 2030 – Nikkei Asia
- Alaska Airlines says it’s focused on Boeing production safety, not new plane output – Inc.
- Boeing telling NTSB, FAA what needs to be done – but it should be the other way around: analyst – NTD
- The A321neo’s fulcrum role for Airbus – AirInsight
- 737 MAX electrical Airworthiness Directive finalized – AirInsight
- Boeing’s response following recent incidents was ‘unsatisfactory’ PR expert says – The Olympian
- The Bottom Line:
Negative stories about Boeing continue to predominate the media, with one headline on a flying car story alleging Boeing keeps making defective airplanes, which we did not link. Combined with the downfall and prescriptive columns, an avid media fan would believe that Boeing aircraft would fall from the sky and that Boeing can’t build safe airplanes, which, of course, is not true. The story that Boeing’s PR response was ‘unsatisfactory’ reflects the depth of the credibility gap created by media reports since the January 5th incident.
Boeing has had five years since the two fatal crashes to ensure the safety and quality of the MAX, but it can’t seem to get its production processes in order and root out potential quality problems. Supply chain shortages and a system that entails coming back to finish work that isn’t completed on time rather than doing it right the first time has come back to haunt the company. The incident has resulted in significant management changes, but the company appears to be waiting for the new CEO to replace Dave Calhoun before implementing meaningful cultural change. This should have happened five years ago.
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