Jan 6, 2025, 4:07 PM
Jan 6, 2025, 4:07 PM

Former Boeing engineer challenges acceptance of substandard work

Provocative
Highlights
  • Douglas Dorsey, a former Boeing engineer, critiqued outsourcing practices at the company, highlighting issues with quality and communication.
  • Problems began after Boeing's merger with McDonnell Douglas in 1997, compromising the company's manufacturing standards.
  • Dorsey expressed hope that new CEO Kelly Ortberg could improve Boeing's culture and quality, but acknowledged it would take time.
Story

In recent months, a former Boeing manufacturing engineer named Douglas Dorsey publicly addressed significant issues related to the company's manufacturing practices, specifically its reliance on outsourcing. Dorsey, who spent years working on the Boeing 777 and 787 Dreamliner programs, described a troubling trend that began to emerge in the late 1990s and escalated into the 2000s. He identified that the chaos within the company intensified after Boeing's 1997 merger with McDonnell Douglas, leading to a shift in leadership dynamics and operational practices across the organization. The influx of McDonnell Douglas veterans into Boeing's management structure, with many lacking engineering expertise, contributed to further erosion of manufacturing quality standards. Dorsey emphasized that the practice of outsourcing major aircraft components to multiple subcontractors and suppliers led to a breakdown in communication and resulted in substandard work being accepted by management. He recounted how he often encountered parts marked with 'non-conformance,' necessitating rework and adjustments on the shop floor, which ultimately slowed down production and affected overall quality. Despite his insights into the operational failures, Dorsey expressed cautious optimism that the newly appointed CEO, Kelly Ortberg, might restore some stability to the company, although he acknowledged that this process would take a considerable amount of time to achieve. As the situation unfolded, an incident involving an Etihad Airways Boeing 787-9 Dreamliner exemplified the critical state of Boeing's manufacturing practices. On January 5, 2025, the aircraft was forced to abort takeoff from Melbourne Airport in Australia due to unspecified technical issues. Such incidents underscore the potential dangers associated with the quality challenges highlighted by Dorsey. In response to the whistleblowing, Boeing's leadership reiterated its commitment to returning to a culture that prioritizes engineering and quality. Ortberg stated the importance of being present on factory floors and maintaining a clear connection with the company's products and the personnel involved in their production. However, observers remain skeptical about whether the current leadership can effectively address the problems stemming from past decisions and systemic practices.

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