HASSEN GADDES’ Post

Is Boeing changing the #safetyculture ? This is a sign of significant move in the right direction. Celebrating a team member for exposing a pencil whip inspection/test. This swift response and decisive action will resonate throughout the organization and makes a loud statement to anyone who wants to take safety shortcuts. This message is being sent to all Boeing South Carolina teammates on behalf of Scott Stocker, 787 vice president & general manager and BSC site leader. Speaking up and following our processes Team, I want to share an important message about a teammate who saw something in our factory that he believed was not being done right, and spoke up about it. We will use this moment to celebrate him, and to remind us all about the kind of behavior we will and will not accept as a team. The teammate saw what appeared to be an irregularity in a required conformance test in wing body join. He raised it with his manager, who brought it to the attention of executive leadership. I wanted to personally thank and commend that teammate for doing the right thing. It’s critical that every one of us speak up when we see something that may not look right, or that needs attention. After receiving the report, we quickly reviewed the matter and learned that several people had been violating Company policies by not performing a required test, but recording the work as having been completed. As you all know, we have zero tolerance for not following processes designed to ensure quality and safety. We promptly informed our regulator about what we learned and are taking swift and serious corrective action with multiple teammates. Fortunately, our engineering team has assessed that this misconduct did not create an immediate safety of flight issue. But it will impact our customers and factory teammates, because the test now needs to be conducted out of sequence on airplanes in the build process. I know this frustrates all of you as much as it frustrates me, and it’s a reminder of why it’s so critical that each of us does our part, every day, to ensure full compliance with our policies and procedures. And to speak up if you see something that doesn’t seem right. I will be meeting soon with a number of teams to discuss what we’re doing to ensure this doesn’t happen again. Scott

Unraveling the Boeing Saga: A Lesson in Safety Culture and Corporate Responsibility In the wake of recent developments surrounding Boeing’s 787 Dreamliner, it’s crucial for us as business leaders to reflect on the importance of safety culture and corporate responsibility. The FAA’s new probe into alleged assembly defects in the 787 Dreamliner, based on whistleblower Sam Salehpour’s revelations, has brought Boeing’s safety culture under scrutiny. Despite Boeing’s assurances of continuous improvement and exhaustive testing, the allegations point to a potential compromise in safety for speed-to-market. This situation serves as a stark reminder that prioritizing profit over safety can lead to long-term consequences. As executives, we must ensure that our organizations uphold the highest standards of safety and quality, even under immense pressure to deliver. The upcoming Senate hearing titled “Examining Boeing’s Broken Safety Culture: Firsthand Accounts” will undoubtedly shed more light on this issue. It’s an opportunity for us to learn and reinforce the importance of a robust safety culture in our own organizations. Remember, our decisions today shape the legacy of our organizations tomorrow. Let’s commit to prioritizing safety, quality, and integrity in all our endeavors. #Boeing #FAA #SafetyCulture #CorporateResponsibility #BusinessLeadership

Interesting article and scaring at the same time for frequent flyers! Especially in aerospace you would assume safety and operational excellence are the highest priorities! Six sigma process quality is required, cost optimization is needed to remain competitive but not at the depends of safety, quality and brand reputation! What are you observing in the aerospace industry or even in your industry?

Fair Warning - Next time someone tells me safety improvements are too expensive, I'm sending this over. My brothers and sisters in safety, you are the advocates for change. Next time corporate pushes back on a safety initiative, please share this. Boeing is getting hammered on all fronts. It's a little too late to save the lives that have been lost, but at least it's starting to get painful for them. I am hopeful that they and other corporations conducting business this way will implement significant changes to fix this. #safety #EHS

The source and the solution to this travel work problem in production is solving for "ready to work". The difference between before and after is huge in terms of everything, not least of which is safety for associates and customers. A key point is what ADM (ret) John Richardson wrote in the foreword Wiring the Winning Organization (and wildly different from the see a problem, solve a problem, shares what’s learned capabilities in The High Velocity Edge): Absent amplification, there is no slowification, so there is no simplification to make repairs in the broken social circuitry of processes and procedures by which the work of individuals is integrated into harmonious collective action towards common purpose. The pressure to maintain operating tempo vice pausing and fixing for “not ready to work” fractures continuity, coherence, situational awareness, etc. For instance, all the coherence at a work station of having all the necessary standard work, tooling, machinery, material suppliers, engineering support, etc. becomes ‘incoherent’: fragmented, unreliable, and unavailable. • Individuals cannot maintain focus on a task nor build skill from experiencing stable sets and reps,  • Teams loose their shared situational awareness and ability to coordinate and collaborate,  • Larger groups lose track of what work is where, in what stage of completion, with what next steps possible by whom, and • Enterprise leaders are repeatedly trying to redestabilize major failures rather than creating and supporting systems that keep little problems local, prevented from becoming big and systemic. In the production setting, remedy can start local, even one station or one production cell. Key is not the size of the footprint, but the length of the leg. Connecting to someone senior enough to compel the supporting functions that are disconnected from the supported ones to figure out how to wire that their relationships are repeatable and reliable. Alcoa got $700 million in savings against $13 billion in revenue in only three years (and repeated the next three years), with the Alcoa Business System, in the early 2000s. Starting point for that enterprise transformation was a single production cell at one plant. That small footprint long leg approach asks for changes in behavior of four personas. • Mechanics are adamant that they’ll not do work unless ready to work.  • Supervisors are adamant that they will escalate local problems they cannot fix rather than expediting and fire fighting.  • Senior leaders are adamant about being persistently present to see early, often, and in context, what is breaking, rather than depending on reports of aggregated and stale data, removed in time and distance from the problem.  • Functional leaders are adamant about responding quickly when it’s revealed their work is not synching with the production setting and working with the supported function to harmonize better rather than continuing to manage work according to other priorities.

A clash of cultures? Is a clash between the old-school engineering & manufacturing excellence culture and the new(er) profit, efficiency, and cost-cutting culture in Boeing a (or the?) root cause of Boeing's recent troubles? https://lnkd.in/gcWU5SW7

Psychological Safety is not some nice-to-have touchy-feely concept. A lack of Psychological Safety in a factory can turn deadly. If workers and engineers are punished for speaking up about quality problems in aerospace factories, that puts customers (and passengers) at great risk. This WSJ article (which should be a free-reading link) talks at length about workers being punished at Spirit Aerosystems (a key Boeing supplier, formerly part of Boeing) for speaking up about quality concerns and problems. I saw the punchline of this story coming a mile away. "At one point, Dean said, [Spirit] threw a pizza party for employees to celebrate a drop in the number of defects reported. Chatter at the party turned to how everyone knew that the defect numbers were down only because people were reporting fewer problems." Dr. #Deming wrote about this dynamic 40 years ago, with a story of a factory that offered an incentive for "zero injuries" and, guess what, people stopped reporting injuries. Remember, including in healthcare, that "reported incidents" is not the same as "incidents," especially when Psychological Safety is sorely lacking. In a true #Lean Manufacturing environment, people are REWARDED for raising concerns and pointing out problems. We need more of that. Lives are at stake. ** Do you want to learn more about learning from mistakes? Check out my book, "The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation" on Amazon or mistakebooks.com.

BOEING: IN THE (MISLEADING) EYE OF THE BEHOLDER We continue our series of posts to do with culture lessons that process safety professionals can learn from the problems at the Boeing Company and the 2022 FAA (Federal Aviation Administration) report. The post ― Process Safety Culture: Lessons from Boeing ― In the Eye of the Beholder ― notes that perception of risk is partly a function of recent events. There is no doubt that Boeing is in the limelight, but some of that attention is misleading. Consider a recent Daily Mail headline that ran, 'THREE Boeing crashes in two days: Terrified passengers scramble to escape burning jet in Senegal and tyre explodes on 737 landing in Turkey - 24 hours after nose gear failure caused 767 to slam into runway. ' Somewhat buried in the fine print of the article is the following statement, 'There is no suggestion Boeing are to blame for the crashes.' I wonder how many people read that disclaimer sentence. Further thoughts on this contentious topic are provided at Process Safety Culture: Lessons from Boeing ― In the Eye of the Beholder at https://lnkd.in/e7um6QwD

If the boss ignores safety issues, do you really want to risk your job? After all, if someone gets hurt, the boss can pretend he or she didn't know, right? What if you went into a lab and detected anomalies and signs of sabotage on equipment? Will you feel safe working there? What if you or your loved ones happen to be on a defective plane or train? Would you have done things differently if you knew it was going to hurt you? People in Europe are generally very cautious about safety and would rather take the time to check than to rush to check all the boxes. Personally I avoid taking the 737 Max where possible. From the articles about Boeing, it seems there may be a problem with culture. Let's hope this isn't a problem in general.

The CEO of Boeing is due to testify in front of a special Senate hearing, just hours after a new whistleblower came forward with further allegations of bad practice and company cover-ups. David Calhoun will face questions about on the beleagured aircraft manufacturers “broken safety culture” at 2pm eastern time at a Homeland Security’s investigations subcommittee, chaired by Senator Richard Blumenthal. The Senator starts with “there is no reason why we shouldn’t be the preeminent aviation manufacturer in the US…it’s a moment of reckoning, and an opportunity to change a broken safety culture”. “The need to highlight the learning, the quality system -that needs to provide assurance to the travelling public that it is safe to fly - that’s what we need” Sen Johnson. “We need the FAA to assure a perfect record, the airlines themselves are part of this…they have not come forward to the sub-committee to assure us they have their safety and quality is in order…and they have them in hand. You are going to face some tough questions here.” After swearing on the record he turns to the family’s who lost their love ones on the two fatalies to apologise for their losses and the accountability of himself and then says “this is an industry where we must simply get it right”. He is accompanied by Executive Vice President and Chief Engineer, Engineering Test and Technology, Howard E McKenzie. #Accountability #Quality #Ownership #Transparency #ManufacturingSystems #StandDowns #Independant #SafetyandQualityActionPlan #SpeakUp #Listen #Culture #Boeing #EmployeeOwnership #SupplyChain #Safety #Regulations #Inspection #QualityControl #RegulatoryCompliance