Fixing Boeing, the troubled US aerospace giant, is a “very long-term project”, the company’s top regulator said on Wednesday.The head of the Federal Aviation Administration (FAA) made the comments to Congress, as lawmakers urged the agency to be tougher on the firm and force it to fix its problems.
Ahead of the hearing, Democratic lawmakers released the results of a damaging internal staff survey that Boeing conducted in May, which found more than half of Boeing workers felt that “schedule pressures” had caused their team to lower its standards.
lower standards
Less than two-thirds felt they had the training or tools and materials to do their job properly. Boeing said it knew it had work to do.“We’ve taken important steps to foster a safety culture that empowers and encourages all employees to share their voice, but it will require continuous focus,” Boeing said in a statement.
“Under the FAA’s oversight, we are continuing to implement our comprehensive plan to strengthen Boeing’s safety management, quality assurance and safety culture.”The safety and quality of the company’s planes have been in the spotlight since a piece of a new passenger plane broke off in mid-air in January.The incident raised concern that the company had not done enough to improve its manufacturing processes and safety controls, despite promises made after two its planes were involved in fatal crashes five years earlier.
On Wednesday Senator Richard Blumenthal said that regulators needed to push the company more aggressively to make changes.He said he was sceptical that the current plan for improvement adopted by the FAA and the company would make a difference, saying they looked like the company was “recycling” safety commitments it had made years earlier.
Employees across various departments have shared their experiences, citing instances where management has urged teams to expedite processes that are critical to ensuring aircraft safety. This push for increased production has sparked fears that corners are being cut, potentially jeopardizing the integrity of the aircraft and the safety of passengers.
One employee, who wished to remain anonymous, expressed frustration about the current environment at Boeing. “It feels like we’re being asked to compromise on the very things that keep us safe in the air. Quality should never take a backseat to meeting deadlines,” they said. The sentiments echo a broader concern among workers who believe that the company’s focus on profitability and output could lead to serious consequences.
Boeing’s management has acknowledged the challenges facing the company as it ramps up production to meet soaring demand for air travel. However, the rising tension between meeting production goals and maintaining rigorous safety standards has raised alarm among employees and industry experts alike. Critics argue that the company must strike a balance between efficiency and safety, especially in light of its recent history.
The situation has prompted calls for greater transparency and accountability within the company. Advocacy groups and former employees have urged Boeing to prioritize a culture of safety over short-term gains, emphasizing that the long-term reputation of the company depends on rebuilding trust with customers and regulators.
As Boeing continues to navigate these pressures, employees are hopeful that their voices will lead to a renewed commitment to safety and quality. Many believe that the lessons learned from past mistakes should serve as a reminder that safety cannot be compromised for the sake of profit. The path forward for Boeing will require a thoughtful approach that prioritizes both production efficiency and the highest safety standards in the industry.
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