u/RelationImaginary402

Is Boeing truly shifting culture to restore eroded engineering excellence?

Call to legislators in Olympia. Your families fly on these planes. Your family is Washington state.

Shareholders. Boeing is not a company whose workforce can be treated as a commodity.

Edit: r/boeing censored this post.

Is Boeing truly shifting culture to restore eroded engineering excellence?

Call to legislators in Olympia. Your families fly on these planes. Your family is Washington state.

Shareholders. Boeing is not a company whose workforce can be treated as a commodity.

Thought provoking

Who sat on the board of trustees for this school?

The Kellogg School of Management prides itself on being established as a very prestigious school with high standards for acceptance.

Boeing CEO, who played a pivotal role in the McDonald/Boeing merger, Phillip M. Condit.

AND

Boeing CEO, 737Max master mind and engineering turned commodity, W. James McNerney.

EDIT: Thanks to everyone who has contributed. This is a thought-provoking discussion about the future and survival of Boeing.
Whether you are a SPEEA member, a Boeing employee, or simply a concerned member of the flying public, your voice matters. Keep the conversation going. Share your ideas, experiences, and constructive suggestion.

Skilled aerospace engineers are not interchangeable commodities—losing them to contractors or overseas centers weakens every new program.

Demand terms that reward experience, fund continuous development, and give preference to the in-house workforce that carries Boeing’s technical culture.

Retaining that knowledge shortens schedules, reduces costly mistakes, and restores the engineering excellence the company needs to lead again.

A better contract for engineers is a better future for Boeing.

Years of talent erosion to outside firms and international engineering centers have left Boeing thinner on the expertise that builds safe, on-time airplanes.

Negotiate a contract that invests in permanent engineers, protects against excessive contractor substitution, and creates real reasons for talent to stay and grow here.

That investment pays the company back in higher quality, faster recovery, and the ability to launch the next generation of aircraft without starting from scratch.

Solidarity for engineers is solidarity for Boeing’s long-term success.

Skilled aerospace engineers are not interchangeable commodities—losing them to contractors or overseas centers weakens every new program.

Demand terms that reward experience, fund continuous development, and give preference to the in-house workforce that carries Boeing’s technical culture.

Retaining that knowledge shortens schedules, reduces costly mistakes, and restores the engineering excellence the company needs to lead again.

A better contract for engineers is a better future for Boeing.

Years of talent erosion to outside firms and international engineering centers have left Boeing thinner on the expertise that builds safe, on-time airplanes.

Negotiate a contract that invests in permanent engineers, protects against excessive contractor substitution, and creates real reasons for talent to stay and grow here.

That investment pays the company back in higher quality, faster recovery, and the ability to launch the next generation of aircraft without starting from scratch.

Solidarity for engineers is solidarity for Boeing’s long-term success.