Boeing was, in the past, famous forthe737&777, but things started to go wrong in 1995 with a change from technology based working to marketing based approach, and it is surely this which lies at the heart of its endless problems with the 787(seven late seven), starting with the "stuck together" launch and the repeated delays to the schedule.
The events of Set-11th caused a sharp drop in orders to which they responded by increased marketing pressure.
It appears theat someone in the company, surely in marketing rather than on the technical side, thought aircraft could be built on the same sort of assembly line system that is already used for car manufacture, without apparently taking into account the vastly greater complexity or the problems of introducing new and untried technology and design at the same time as trying to introduce a whole new working and assembley system with worldwide (45 campanies) ramifications.
---In 2007,the company announced that 112 787-plaines would be producted per year.
They set up a derivery schedule to the various air-lines.
With hindsight it is hard to understand why Boeing failed to forsee that massive problems were probably inevitable under these conditions, but they
are certainly suffering financially for their mistakes.
Then Alan Mulally, the head of the 737 and 777 programs, left in 2006.
But when Boeing reshuffled its top management two years ago, Oct 2009 ,--
three years after Mr Mulally let - the world's second-largest aircraft manufacturer signalled renewed commitment to engineering and execution over glossy marketing.
Jim Albaugh, the former head of the campany's defence divison, as head of the commercial arm. His appointment is meant to put a stop to the damage the mismanagement of the 787 and 747-8 has wreaked on the company's reputation and bottom line.
No doubt they will be more cautions in future.
The events of Set-11th caused a sharp drop in orders to which they responded by increased marketing pressure.
It appears theat someone in the company, surely in marketing rather than on the technical side, thought aircraft could be built on the same sort of assembly line system that is already used for car manufacture, without apparently taking into account the vastly greater complexity or the problems of introducing new and untried technology and design at the same time as trying to introduce a whole new working and assembley system with worldwide (45 campanies) ramifications.
---In 2007,the company announced that 112 787-plaines would be producted per year.
They set up a derivery schedule to the various air-lines.
With hindsight it is hard to understand why Boeing failed to forsee that massive problems were probably inevitable under these conditions, but they
are certainly suffering financially for their mistakes.
Then Alan Mulally, the head of the 737 and 777 programs, left in 2006.
But when Boeing reshuffled its top management two years ago, Oct 2009 ,--
three years after Mr Mulally let - the world's second-largest aircraft manufacturer signalled renewed commitment to engineering and execution over glossy marketing.
Jim Albaugh, the former head of the campany's defence divison, as head of the commercial arm. His appointment is meant to put a stop to the damage the mismanagement of the 787 and 747-8 has wreaked on the company's reputation and bottom line.
No doubt they will be more cautions in future.
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