Boeing's CEO, Dennis Muilenburg, has resigned today. | Page 2 | FerrariChat

Boeing's CEO, Dennis Muilenburg, has resigned today.

Discussion in 'Aviation Chat' started by nerofer, Dec 23, 2019.

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  1. Gator

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    Darryl Van Dorn
    I meant the new CEO, not Muilenburg.
     
  2. Jeff Kennedy

    Jeff Kennedy F1 Veteran
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    The outside Board of Directors. Looks to be that they like people from Private Equity to be part of this group.
    Board of Directors
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    Robert A. Bradway
    Director Since 2016
    Chairman and Chief Executive Officer, Amgen. Mr. Bradway has served as Chairman of Amgen Inc. (biotechnology) since January 2013 and as Chief Executive Officer since May 2012. As CEO of Amgen, Inc., he leads a heavily regulated biopharmaceutical company focused on delivering medicines, many of them complex biologics, to millions of patients around the world. Meeting the requirements of numerous safety and regulatory compliance regimes around the world is of utmost importance to Amgen’s patients. Each step of the journey demands careful safety and regulatory oversight to ensure compliance, from the research laboratory where medicines are first imagined and created, to the rigorous manufacturing specifications of biologic medicines, to the marketing and sale of those medicines, and the ongoing post-market pharmacovigilance. Amgen maintains a commitment to the regulatory, safety and compliance requirements. His prior experience at Amgen includes service as President and Chief Operating Officer from May 2010 to May 2012 and as Executive Vice President and Chief Financial Officer from 2007 to 2010.

    Mr. Bradway is a member of the Audit Committee and the Finance Committee.



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    David L. Calhoun
    Director Since 2009
    Senior Managing Director, Blackstone Group; Former Chairman and Chief Executive Officer, Nielsen Holdings. Mr. Calhoun has served as Senior Managing Director and Head of Private Equity Portfolio Operations of The Blackstone Group (private equity) since January 2014. Previously, Mr. Calhoun served as Chairman of the Board of Nielsen Holdings plc (marketing and media information) from January 2014 to January 2016, as Chief Executive Officer of Nielsen Holdings plc from May 2010 to January 2014, and as Chairman of the Executive Board and Chief Executive Officer of The Nielsen Company B.V. from August 2006 to January 2014. Prior to joining Nielsen, he served as Vice Chairman of General Electric Company and President and Chief Executive Officer of GE Infrastructure. During his 26-year tenure at GE, he ran multiple business units including GE Transportation, GE Aircraft Engines, GE Employers Reinsurance Corporation, GE Lighting and GE Transportation Systems. Mr. Calhoun also serves as independent chairman of the board of Gates Industrial Corporation plc and as a member of the board of Caterpillar Inc.



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    Arthur D. Collins Jr.
    Director Since 2007
    Former Chairman and Chief Executive Officer, Medtronic. Mr. Collins has served as managing partner of Acorn Advisors, LLC (consulting) since 2016. He was Senior Advisor to Oak Hill Capital Partners (private equity) from 2009 to 2019. Mr. Collins served as Chairman of Medtronic, Inc. (medical device and technology) from April 2002 to August 2008. At Medtronic, he was also Chairman and Chief Executive Officer from April 2002 to August 2007, President and Chief Executive Officer from May 2001 to April 2002, President and Chief Operating Officer from August 1996 to April 2001, Chief Operating Officer from January 1994 to August 1996, and Executive Vice President of Medtronic and President of Medtronic International from June 1992 to January 1994. He was Corporate Vice President of Abbott Laboratories (health care products) from October 1989 to May 1992 and Divisional Vice President of Abbott from May 1984 to October 1989. Mr. Collins also serves on the board of U.S. Bancorp.

    Mr. Collins is Chair of the Compensation Committee and a member of the Governance, Organization and Nominating Committee.



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    Admiral Edmund P. Giambastiani Jr.
    Director Since 2009
    Seventh Vice Chairman of the U.S. Joint Chiefs of Staff; Former NATO Supreme Allied Commander Transformation; Former Commander, U.S. Joint Forces Command. Admiral Giambastiani has served as President of the Giambastiani Group (consulting) since 2009. Since retirement from the Navy, he has served on numerous US Government advisory boards, investigations and task forces for the Secretaries of Defense, State and Interior and the Director of the Central Intelligence Agency. Examples of these activities include the Secretary of Defense’s Task Force on DoD Nuclear Weapons Management and the National Academy of Engineering/National Research Council (NAE/NRC) committee commissioned by the Secretary of the Interior that examined the Deepwater Horizon Blowout and recommended Lessons for Improving Offshore Drilling Safety. Admiral Giambastiani served as Seventh Vice Chairman of the U.S. Joint Chiefs of Staff from 2005 to 2007, NATO Supreme Allied Commander Transformation from 2003 to 2005, and Commander, U.S. Joint Forces Command from 2002 to 2005. Admiral Giambastiani is a career U.S. Navy nuclear trained submarine officer with extensive operational, maintenance, overhaul and acquisition experience. He held commands at the submarine, squadron and fleet level. His staff experience includes service as Co-Chairman of the Defense Acquisition Board and Chairman of the Joint Requirements Oversight Council. Admiral Giambastiani also serves as a member of the board of trustees of the various Invesco Exchange Traded Fund Trusts and on the board of THL Credit, Inc.

    Admiral Giambastiani is Chair of the Aerospace Safety Committee and Special Programs Committee and a member of the Audit Committee.



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    Lynn J. Good
    Director Since 2015
    Chairman, President and Chief Executive Officer, Duke Energy Corporation. Ms. Good has served as Chairman since January 2016 and as President and Chief Executive Officer of Duke Energy Corporation (electrical utility) since July 2013. Under Lynn’s leadership, Duke Energy has maintained industry-leading safety and operational performance as one of the nation’s largest grid and generation operators. This includes managing the largest regulated nuclear fleet in the U.S. Her prior experience at Duke Energy includes service as Vice Chairman from July 2013 to January 2016 and as Executive Vice President and Chief Financial Officer from July 2009 to June 2013. She also serves as the chair of the Institute of Nuclear Power Operations, the not-for-profit organization that sets industry-wide nuclear safety and operational guidelines and conducts detailed evaluations for all U.S. nuclear power plants, and as a member of the board of the Edison Electric Institute and the World Association of Nuclear Operators.

    Ms. Good is Chair of the Audit Committee and a member of the Aerospace Safety Committee.



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    Nikki R. Haley
    Director Since 2019
    Former U.S. Permanent Representative to the United Nations. Ambassador Haley served as U.S. Permanent Representative to the United Nations from January 2017 to December 2018. Prior to her service as an ambassador, she served as Governor of the State of South Carolina from January 2011 to January 2017 and as a member of the South Carolina House of Representatives from 2005 to 2011.

    Ambassador Haley is a member of the Audit Committee and the Finance Committee.



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    Lawrence W. Kellner
    Director Since 2011
    Chairman of the Board, Boeing; President, Emerald Creek Group; Former Chairman and Chief Executive Officer, Continental Airlines. Mr. Kellner has served as President of Emerald Creek Group, LLC (private equity) since 2010. He served as Chairman and Chief Executive Officer of Continental Airlines, Inc. (commercial airline) from December 2004 to December 2009. As CEO of Continental Airlines, Mr. Kellner led a highly regulated global airline that was committed first and foremost to safely operating every flight every day. In addition to strong training programs, safety at Continental required co-ordination and integration between several disciplines both internally (including pilots, maintenance, flight attendants and ground operations) and externally (including manufacturers, MRO vendors, airports and air traffic control). Meeting the requirements of numerous safety and regulatory compliance regimes around the world was of utmost importance to Continental and its customers. He joined Continental as Chief Financial Officer in 1995 and served as President and Chief Operating Officer from March 2003 to December 2004 and as President from May 2001 to March 2003, and was a member of the board of directors from May 2001 to December 2009. Mr. Kellner serves as non-executive chairman of the board of Sabre Corporation and as a member of the board of Marriott International, Inc.

    Mr. Kellner is Non-Executive Chairman of the Board and a member of the Aerospace Safety Committee and the Audit Committee.



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    Caroline B. Kennedy
    Director Since 2017
    Former U.S. Ambassador to Japan. Ambassador Kennedy served as U.S. Ambassador to Japan from November 2013 to January 2017. Prior to her service as an ambassador, she worked as a lawyer, author, and editor. Ambassador Kennedy also serves on the board of trustees of the United States-Japan Foundation.

    Ambassador Kennedy is a member of the Audit Committee and the Finance Committee.



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    Edward M. Liddy
    Director Since 2010
    Former Chairman and Chief Executive Officer, Allstate. Mr. Liddy served as a partner at Clayton, Dubilier & Rice, LLC (private equity) from April to September 2008 and from January 2010 to December 2015. At the request of the Secretary of the U.S. Department of the Treasury, Mr. Liddy served as Interim Chairman and Chief Executive Officer of American International Group, Inc. (insurance and financial services holding company) from September 2008 to August 2009. He served as Chairman of the Board of The Allstate Corporation (insurance) from January 1999 to April 2008. At Allstate, he also served as Chief Executive Officer from January 1999 to December 2006 and as President and Chief Operating Officer from August 1994 to December 1998. Before joining Allstate, Mr. Liddy held a number of financial and operating positions at Sears, Roebuck and Co. before being named Chief Financial Officer in 1992. Mr. Liddy also serves on the boards of 3M Company, Abbott Laboratories and AbbVie Inc.

    Mr. Liddy is Chair of the Governance, Organization and Nominating Committee and a member of the Compensation Committee.



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    John M. Richardson
    Director Since 2019
    Admiral Richardson served as the 31st Chief of Naval Operations from September 2015 to August 2019. Prior to his service as Chief of Naval Operations, he served as the Director of the Naval Nuclear Propulsion Program from November 2012 to August 2015. While serving as Director of Naval Nuclear Propulsion (itself a joint Department of Energy and Department of Navy organization), Admiral Richardson was responsible for the safe and effective operation of more than 90 reactors during their full life-cycle, operating around the world on nuclear-powered warships and at several land-based facilities. Operationally, he served in four nuclear submarines, including commanding the submarine USS Honolulu. In addition, Admiral Richardson evaluated and taught prospective submarine commanding officers, who would be responsible for the lives of their shipmates in extreme environments. His 37-year career with the U.S. Navy also included service in the attack submarine division on the Chief of Naval Operations staff, as naval aide to the President of the United States, as Director of Strategy and Policy at U.S. Joint Forces Command. He also serves on the board of Exelon Corporation.

    Admiral Richardson is a member of the Aerospace Safety Committee and the Special Programs Committee.



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    Susan C. Schwab
    Director since 2010
    Professor, University of Maryland School of Public Policy; Former U.S. Trade Representative. Ambassador Schwab has been a Professor at the University of Maryland School of Public Policy since January 2009 and a strategic advisor to Mayer Brown LLP (global law firm) since March 2010. Ambassador Schwab served as U.S. Trade Representative from June 2006 to January 2009 and as Deputy U.S. Trade Representative from October 2005 to June 2006. Prior to her service as Deputy U.S. Trade Representative, she served as President and Chief Executive Officer of the University System of Maryland Foundation from June 2004 to October 2005, as a consultant for the U.S. Department of Treasury from July 2003 to December 2003 and as Dean of the University of Maryland School of Public Policy from July 1995 to July 2003. Ambassador Schwab also serves on the boards of Caterpillar Inc., FedEx Corporation and Marriott International, Inc.

    Ambassador Schwab is a member of the Compensation Committee and the Governance, Organization and Nominating Committee.



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    Ronald A. Williams
    Director since 2010
    Former Chairman and Chief Executive Officer, Aetna. Mr. Williams has served as Chairman and Chief Executive Officer of RW2 Enterprises, LLC (consulting) since May 2011. Mr. Williams served as Chairman of Aetna Inc. (managed care and health insurance) from October 2006 to April 2011, having previously served as Chief Executive Officer from February 2006 to November 2010, President from May 2002 to July 2007 and Executive Vice President and Chief of Health Operations from March 2001 to May 2002. Following his retirement in April 2011, he provided consulting services to Aetna until February 2012. Mr. Williams also serves on the boards of American Express Company and Johnson & Johnson.

    Mr. Williams is Chair of the Finance Committee and a member of the Audit Committee and the Special Programs Committee.



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    Mike S. Zafirovski
    Director since 2004
    Executive Advisor, The Blackstone Group; Former President and Chief Executive Officer, Nortel. Mr. Zafirovski has served as Executive Advisor to The Blackstone Group (private equity) since October 2011 and as President of The Zaf Group (consulting) since November 2012. Previously, Mr. Zafirovski served as Director, President and Chief Executive Officer of Nortel Networks Corporation (telecommunications) from November 2005 to August 2009. Prior to that, Mr. Zafirovski was Director, President and Chief Operating Officer of Motorola, Inc. (global communications) from July 2002 to January 2005, and remained a consultant to and a director of Motorola until May 2005. He served as Executive Vice President and President of the Personal Communications Sector (mobile devices) of Motorola from June 2000 to July 2002. Prior to joining Motorola, Mr. Zafirovski spent nearly 25 years with General Electric Company, where he served in management positions, including 13 years as President and Chief Executive Officer of five businesses in the consumer, industrial and financial services arenas. Mr. Zafirovski also serves on the board of Stericycle, Inc.

    Mr. Zafirovski is a member of the Compensation Committee and the Governance, Organization and Nominating Committee.

    The internal Executive Committee:
    • President and CEO
    Greg Smith Chief Executive Officer (interim), Chief Financial Officer and Executive Vice President, Enterprise Performance & Strategy, The Boeing Company
    • Executive Council
    Bertrand-Marc (Marc) Allen Senior Vice President of Boeing, President of Embraer Partnership and Group Operations
    Michael Arthur Senior Vice President, The Boeing Company
    President, Boeing International
    Heidi B. Capozzi Senior Vice President, Human Resources, The Boeing Company
    Leanne Caret Executive Vice President, The Boeing Company
    President, and Chief Executive Officer, Defense, Space & Security
    Ted Colbert Executive Vice President, The Boeing Company
    President and Chief Executive Officer, Boeing Global Services
    Stanley A. Deal Executive Vice President, The Boeing Company
    President and Chief Executive Officer, Commercial Airplanes
    Brett C. Gerry Senior Vice President, General Counsel, The Boeing Company
    Greg Hyslop Chief Engineer, The Boeing Company
    Senior Vice President, Engineering, Test & Technology
    Timothy Keating Executive Vice President, Government Operations, The Boeing Company
    J. Michael Luttig Executive Vice President, Counselor and Senior Advisor, The Boeing Company
    Jenette E. Ramos Senior Vice President, Manufacturing, Supply Chain & Operations, The Boeing Company
    Diana Sands Senior Vice President, Office of Internal Governance and Administration, The Boeing Company
    Anne Toulouse
    Senior Vice President, Communications

    Vishwajeet (Vishwa) Uddanwadiker Chief Information Officer, The Boeing Company
     
  3. Texas Forever

    Texas Forever Seven Time F1 World Champ
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    I saw where he supposed to get over $30MM in goodbye money...
     
  4. tritone

    tritone F1 Veteran
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    Local rumor is $50+, but that's mostly from BCA guys whose pensions are eroding before their eyes......
     
  5. Bob Parks

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    I know that I'm not well versed in the higher analytical levels of engineering but I do know that in the last 30 years the Boeing Board has made some absolutely stupid decisions. Shrontz commented that he didn't know why Mulally was let go. Again, I think back to Bill Allen, Mal Stamper, and Mulally who knew how to build and to lead a team to achieve one thing, a superior product. Sounds trite but true.
     
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  6. randkin

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    Surely you jest, every American top executive has a labor contract with a very generous golden parachute, it is negotiated at the time of hire. Often renegotiated on a periodic basis.
     
  7. amenasce

    amenasce Three Time F1 World Champ
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    I dont know enough about how much of the mess Boeing is into is due to him, but i wonder if his golden parachute can be reneged due to mismanagement, that resulted in the loss of hundreds of people.
     
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  8. randkin

    randkin Formula 3
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    Usually there has to be "gross negligence" or criminal activity in order to claw back the severance income. Ordinary incompetence, mismanagement or poor judgement will not do it, otherwise every CEO fired by the board would be in jeopardy of having their severance package pulled.

    I have served on a couple of public board of directors and have fired my share of CEOs and the claw back features in labor contracts are usually pretty strongly in favor of the executive as they are written by the executive’s attorney and then negotiated with the BOD and their attorney’s.
     
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  9. Jeff Kennedy

    Jeff Kennedy F1 Veteran
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    AINsight: Max Fallout and Recovery
    by Stuart “Kipp” Lau
    - December 26, 2019, 10:44 PM


    737 Max recertification plan and re-entry into service would slip into 2020. The grounding of the Max is now likely to be extended into a second year; March is the one-year mark and most airlines have removed the troubled airliner from their schedules until June 2020. The fallout from two 737 Max crashes and its subsequent grounding has become the top aviation/aerospace story of 2019, but did it have to?

    As the story unfolds, the duration of the 737 Max groundings—the longest of any airliner—might be more related to a lack of leadership and politics than an engineering blunder related to an aircraft subsystem.

    The repercussions from the Lion Air and Ethiopian Airlines Max crashes that claimed 346 lives, only five months apart, have rocked Boeing and stunned the FAA. A vacuum in leadership at the top of each organization would escalate the crisis and fuel an epic kerfuffle that pitted Boeing against the FAA and the rest of the world’s regulators. Only now, with new leaders at the helm of Boeing and the FAA, does a recovery appear to be plausible.

    For Boeing, production of the once “best-selling” 737 Max will be suspended, its CEO has been fired, and the company has lost more than $50 billion in market value. Most damaging has been a major hit to the company’s reputation and trust among its customers and pilots.

    The FAA has been widely criticized for inaction. Following the second 737 Max crash, aviation authorities around the globe began to ground the aircraft; the FAA reaffirmed its airworthiness. The FAA would be the last to pull its airworthiness certificate only after finding additional evidence that linked the two crashes.


    Other criticisms would center on a certification process that was perceived to be overly reliant on a system of organization designation authorizations (ODAs)—often employed by the manufacturer. The FAA’s standing as the world’s leading aviation authority is now in question.

    These two crashes exposed the worst of Boeing and the FAA. Under now-fired CEO Dennis Muilenburg, Boeing attempted to control the narrative by establishing false timelines. These actions created confusion and antagonized the regulator. Likewise, a lack of transparency in providing information to pilots and airlines built on the mistrust.

    The FAA, under then-acting Administrator Daniel Elwell, earlier this year did little to instill confidence and assurances that the re-certification process was sound. As a result, in the ensuing months after the two crashes, regulators from around the globe, not limited to EASA and Transport Canada, would begin to splinter from the traditional practice of honoring certifications from the FAA and thus began their own evaluations.

    For the rest of us, it is now time to recover. From each crash, the primary causal factor was directly related to the aircraft and more specifically the maneuvering characteristics augmentation system (MCAS). MCAS is a subcomponent of a secondary flight control system; it’s well documented that version 1.0 was poorly designed. Other factors cited by investigators focus on suspect maintenance practices and poor airmanship but, for whatever reason, that’s become a footnote during this whole saga.

    The Max is, after all, a 737. Historically, the 737 family with more than 10,500 deliveries is the most popular airliner ever built. Each model introduced was more successful, and each model was statistically safer than its predecessor; the Max should have been no different.

    As an example, the 737NG with more than 7,000 aircraft in service (and over 100 million flights) had a fatal accident rate of only 0.06 per million departures—making it one of the safest airliners ever and on par with the Airbus A320 series. The 737NG has been in service for more than 22 years and has only nine fatal mishaps.

    One the other hand, time was not on the side of the Max. At the time of the second crash, it had less than 500,000 flights with only 387 aircraft in operation. Two fatal accidents, just as the aircraft was beginning to operationally hit its stride, was catastrophic. In the five-month period surrounding the two crashes, the Max fatal accident rate would increase to 3.08 per million departures—second only to the Concorde, another aircraft that was grounded.

    The expectations for the Max was that it would be safer and more efficient than the 737NG. Equipping the Max with the CFM International Leap-1B engine and several aerodynamic tweaks provided a 12 to 15 percent fuel savings. The addition of the Leap—its size and placement—necessitated a new supplemental flight control system to replicate the handling qualities of the 737NG at low speeds and high angle of attack (AoA).

    MCAS as originally designed required the input of only one AoA sensor. In each of the Max crashes, a single damaged or faulty AoA sensor was to blame for the erroneous activation of MCAS. This system has been identified as the trigger for each chain of unfortunate and fatal events. Early on during each investigation, the faulty system was isolated as a contributor.

    Boeing has since identified the MCAS fix by adding in the necessary redundancy of a secondary AoA sensor input and reprogrammed the software logic to limit systems authority and its ability to misfire. So with the cause of these accidents isolated to a single poorly designed system—the MCAS (its software and system logic)—and a fix in place, why has it taken more than a year to redesign the system and recertify the aircraft?

    The recertified Max with its redesigned MCAS will be safe. With the absence of MCAS version 1.0, the Max would still be flying and have an enviable safety record. As re-entry into service nears, there will be more questions related to flight crew training (academics and simulator), but those are secondary to getting the aircraft certified.

    FAA Administrator Dickson been clear that he is the “pilot-in-command” and won’t be pushed around. In fact, he insists that he will take the “first leg” by personally piloting the Max before recertification.

    After the new year, David Calhoun will take over as Boeing’s new CEO. He has already signaled a decidedly different tack than his predecessor, and it appears as if he’ll be fine sitting in the right seat. Together, the FAA and Boeing can work together to get the Max flying again. Over time, trust and confidence will be rebuilt.

    Pilot, safety expert, consultant and aviation journalist Stuart “Kipp” Lau writes about flight safety and airmanship for AIN. He can be reached at
     
  10. jcurry

    jcurry Two Time F1 World Champ
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    As I recall Trump ordered the FAA to pull the certificate. The FAA themselves were still dragging their feet.
     
  11. Bob Parks

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    There is an excellent dissertation about the Dream Lifter LCF on You Tube. Narrated by Jerry Whites , test pilot, that has tested almost everything. Mentioned having the 777 inverted during a stall test but also giving a clear picture regarding the 737 Max and MCAS. Good to read.
     
  12. Gatorrari

    Gatorrari F1 World Champ
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    Caroline Kennedy is on Boeing's board? And I wonder if Edward Liddy is related to G. Gordon?
     
  13. jcurry

    jcurry Two Time F1 World Champ
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    I recall hearing about that. It was prior to certification, so back in 94 time frame. Roll angle was greater than 90, but that was all I heard. Given it was test flights, and before TIA (FAA witnessed testing), I don't think it was a big deal. Although I'm sure the pucker factor was high at the moment.
     
  14. Bob Parks

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    I spoke to Lew Wallick many times about his experiences and he said that in a case like that it is best to complete the maneuver (inadvertent roll) and make a controlled recovery. I saw several intentional rolls of 707/720's that were signaled by the bright flashes of the aluminum at altitude. It was done a few times.
     
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  15. amenasce

    amenasce Three Time F1 World Champ
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  16. tritone

    tritone F1 Veteran
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  17. Jeff Kennedy

    Jeff Kennedy F1 Veteran
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    That is really an unfair tying of the 2 events together.

    Spirit was going to furlough folks when there were no airframes to build. Zero surprise. According to the article these workers are getting 60 day severance. It is conceivable that the production line could restart by or very near that amount of time.

    Muilenburg may have deserved getting the boot but he was also a political falling on the sword for Boeing. What he is getting are the accumulated compensations for all his years. It is arguable if Boeing (and lots of other companies) should be passing out compensation packages of that magnitude, but taking back what had already been earned would be wrong.
     
  18. tritone

    tritone F1 Veteran
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    Totally agree. Just too good an opportunity to post the headline (which I think should be an embarassment to the pub; but that's how the media rolls today!)
     
  19. boxerman

    boxerman F1 World Champ
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    Muilenburg was just the sacrificial lamb. The problem lays with the board, and we don't see the board changing. They're all finance people.
    Basicaly witjh typical harvard MBA Ge management efficiency they hjacked the cash flow of a great company, and rove the share price up while cheapening the proces to the extent that all the brand equity was destroyed,

    How many times do we nbeed to see MBAS assume that every buisness is the same as the enxtr and they can apply their book rules. How many times do we need to see the Ge way, where managers of departments are changed regularily and charged with driving more effciency. Eventualy the whole intellectual core of the enterprise is corrupted and the product hollow.

    Rememebr the firestone tires and the explorer.

    Boeing lost the plot on every level. Airbus got the Bombardier plane practicaly for free to fill in the bottom end, and they have the single asile thing wrapped up. US airlines are buuying the a321xlr to replace their 757's abd Boeing really has nothign on the drawing board. Well they have the NMA a twin asile niche aircraft which wont sell in big numbers now that the A321xlr exists.
    Boeing cant even deliver tanlers that work, and they made great tankers in the 50's.

    I think the max issue is just the tip of the iceberg.
     
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  20. Bob Parks

    Bob Parks F1 Veteran
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    I don't much like your statement but I agree with it. I saw this happening years ago when I was there. The last good thing was Mulally and the 777.
     
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  21. Rifledriver

    Rifledriver Three Time F1 World Champ

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    They are not even all finance people. Looking down the list several are there just to help with opening doors with the right people in DC. Very highly paid for their connections. The swamp is deep and full of "Gators".
     
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  22. Jeff Kennedy

    Jeff Kennedy F1 Veteran
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    The DC door openers makes plenty of sense when much of Boeing's business is military contracts to the US government and it requires government approval to make international sales. As unfortunate as it is, the reality is that major new military programs are devised so that they spread work around to a wide assortment of congressional districts as part of how to build political support for funding; aka: bringing home the bacon.

    But, the point that there ought to be some board members that are creators instead of financial manipulators is well taken (and not just for Boeing).
     

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