If It’s Boeing, You’re Going . . . to Corporate Hell.
There’s an old expression: “If it ain’t Boeing, I ain’t going.” Well, nowadays the only place you are going on a Boeing is to corporate hell.
Of course the severe problems with its civil aviation operation–specifically, the 737 Max and before that the 787 Dreamliner–are the current focus of attention. But Boeing is a full spectrum failure.
The KC-46 tanker program has been a disaster since day 1. The program was delayed for years, and was catastrophically over budget. Problems included a FOD (“foreign object debris”) issue, in which tools and random metal stuff was littered throughout the aircraft–indications that quality control problems are chronic at Boeing, and hence the 737 issues are not surprising. Another problem was faulty cargo locks–which meant that the aircraft could not carry cargo until it was fixed. Then there was a toilet problem. These are not complicated things.
The most mission-critical problem was with the supposedly advanced refueling boom system, which is operated by wire and a crewman located forward in the aircraft viewing the boom through a camera (not dissimilar from a rear view camera now nearly ubiquitous in automobiles) rather than by someone stationed in the tail with eyes on the boom and the approaching aircraft. However, the accuracy of this system leaves much to be desired, and resulted in some mishaps. The tanker can still refuel aircraft, but the accuracy issue has slowed down refueling operations, which is kind of a big deal because it effectively reduces the refueling capacity of the aircraft.
The company has supposedly lost around $5 billion on the program. And the Air Force is now looking to add KC-45 planes–built by Airbus.
Ironically, maybe if the engineers had retained more control of the company the problems that have the bean counters lamenting winning the tanker contract might never have occurred, or at least wouldn’t have been as bad.
The replacement for Air Force One is also way behind schedule and way over budget.
As was the CST-100 Starliner reusable space capsule. It’s satellite programs have also been plagued by problems.
Those who have paid attention as the company spiraled downward recognized that the engineers had lost out to the bean counters. A recent article in The Atlantic tells the sad story in some detail.
This is correct as far as it goes, but begs the question of how this slow motion plane crash could proceed in plain sight without anyone pulling the company out of its dive. The likely underlying cause is a severe lack of competitive discipline.
The civilian passenger aircraft industry is a duopoly. Customers dissatisfied with Boeing in theory have an option to switch to Airbus, but even in the medium term the ability to do so is limited. For one thing, it would take some time for Airbus to expand capacity to accommodate a large switch of Boeing customers. And given the fixed and sunk nature of capacity costs, it was/is willing to do so only given a high degree of confidence that many Boeing customers would switch–which creates something of a chicken-egg problem. Moreover, switching costs are important. Airlines have made investments in everything from maintenance to pilot training that are manufacturer specific. The cost of a substantial switchover from one manufacturer to another involves more than the cost of the aircraft themselves.
Southwest is an extreme example. A key to its low cost operation was utilizing a single basic aircraft type (737). Adding any Airbus planes to its fleet would disrupt its entire operating model.
With respect to military contracting, the situation is even more extreme. Not only did the Boeing-McDonnell Douglas merger bring over the poisonous management documented in The Atlantic piece: it resulted in the combination of the two manufacturers of multi-engine jets adaptable to military use, most notably refueling planes.
Until recently, competition from Airbus for this business has been even more muted than for civilian aircraft due to the inherently political nature of defense procurement, and the understandable desire to keep this production capacity onshore.
All meaning that Boeing has had a lot of room for chronic performance problems because the lack of serious competitive threats mean that those problems don’t translate into the risk of severe top line losses even in the medium, and to some degree the long, terms.
In the late-90s I was offered the Admiral Crowe Chair at the Naval Academy. The Chair was a research position, with a focus on defense economics issues, and defense industrial base issues in particular. It was a time of an imagined “peace dividend,” and a downsizing of the defense industry. A major part of this downsizing was achieved by industry consolidation. Boeing-MD was just one part of that.
The pitch that got me the job (which I turned down for a mixture of professional and personal reasons) was that I would study the effects of this consolidation, and in particular the effects of declining competition. In the subsequent years I have watched the serial procurement nightmares that have plagued the US military which have largely borne out the concerns that I raised when interviewing for the USNA position.
Lack of competitive discipline enables dysfunctional management. That’s the underlying problem at both the civilian and military sides of Boeing. And it’s not a problem that is addressed easily.
During WWII, management dysfunction at Ford Motor Company (still ruled by the iron hand of Henry Ford and his henchman Harry Bennett) posed a serious threat to the U.S. war effort. The government intervened, and essentially forced out Henry I and Harry, and installed Henry II (“Henry the Deuce”) to straighten out the company. After the war, the Deuce brought in the “Whiz Kids” to drag it kicking and screaming out of the Henry I cult of personality. (My dad was a very junior Whiz Kid, hence my living in West Wayne and Dearborn in my early years.). That brought on its own problems, of course, but it was likely necessary to save Ford Motor.
The situation at Boeing isn’t exactly the same, but it rhymes. So who is going to carry out the necessary intervention? Hard to see who that would be. And the same fundamental market factors that have allowed Boeing to be mismanaged for years will exist even if there is a complete turnover in the top management and the board room. Meaning that since the underlying causes of Boeing’s fall are structural, it’s hard to be optimistic about things turning around anytime soon.