Boeing’s ‘War on Defects’: How Quality Improvements Will Impact Investors and Industry Partners
RENTON, Wash. — The Boeing 737 Max begins its assembly at the company’s Renton factory near Seattle, where its empty fuselage is lifted into position for a rigorous inspection by a team of workers. This careful scrutiny is part of Boeing’s enhanced quality-control measures introduced after a critical safety incident in January 2024, when a component detached from a Max aircraft at 15,000 feet, exposing passengers to hazardous conditions. Although no serious injuries occurred, the event triggered a profound reassessment of Boeing’s manufacturing processes.
Since then, Boeing has implemented significant management changes and comprehensive improvements at the Renton facility on Lake Washington’s shore. Some measures have been straightforward, including stricter inspections of incoming equipment, enforcing proper task sequences, and streamlining paperwork—adjustments many aerospace experts believe were overdue. Nevertheless, Boeing faces ongoing challenges, particularly in restoring worker confidence amid past concerns that production speed was prioritized over quality.
The reforms are yielding positive results. Several airlines report improved aircraft quality, and the Federal Aviation Administration (FAA) has relaxed some of the restrictions placed on Boeing following last year’s incident and the earlier Max crashes in 2018 and 2019 that claimed 346 lives.
During a recent factory tour, Boeing executives acknowledged the progress while emphasizing the need for continued efforts to enhance quality alongside increased production speed. Katie Ringgold, vice president and general manager of the 737 program and the Renton factory, stated, “We’re right in the middle of the field, and we’ve got a long way to run.”
‘Permanently Fix It’
The Alaska Airlines plane involved in the 2024 incident arrived at the Renton factory in August 2023. Workers immediately found damaged fasteners near an emergency exit that was not scheduled for use at the time. To maintain the assembly schedule, the issue was recorded, and the plane proceeded through production. Later, as the jet neared the assembly line’s end, workers removed a 2 ½ by 5-foot door plug to repair the fasteners. Upon reinstallation, four securing bolts were found missing, which contributed to the part detaching during flight.
In response, Boeing limited “traveled work,” where tasks are completed out of sequence, a practice that can increase errors. Workers now thoroughly inspect critical components such as tie rods and floorboard rails early in the assembly, dedicating hours to interior and exterior checks as part of Boeing’s rigorous “war on defects.”
The company identified 40 key tasks that must be completed before a plane advances through each of the ten manufacturing stations. Boeing has standardized these processes, replacing engineering drawings with detailed photographs to guide inspections. Regular daily and weekly reviews help refine these measures and tackle persistent issues at their root.
Jennifer Boland-Masterson, director of 737 manufacturing operations, highlighted the strengthened feedback systems with a focus on “permanently fixing” problems. Since February 2024, traveled work has dropped by about 75%, reducing complexity and accelerating production.
Brooke Vatheuer, senior vice president of safety and audit programs at Alaska Airlines, observed a marked improvement, noting fewer planes parked outdoors awaiting last-minute fixes and a more orderly, meticulous factory environment. Vatheuer, who has closely monitored Boeing’s progress, remarked, “They’ve built the muscle, set the right tone, and are doing the right things,” while cautioning that the focus on safety and quality must remain unwavering.
Back to Home Base
CEO Kelly Ortberg, appointed last summer, recognizes the need for leadership to reconnect with factory operations. “I think we got too far away,” he admitted at a recent investor conference. Ortberg now resides near Seattle, closer to Boeing’s commercial plane production, unlike previous executives based near the company’s Virginia headquarters.
Efforts to reshape Boeing’s culture have met mixed reactions. A recent employee survey showed pride in working for Boeing has fallen from 91% in 2013 to 67% today. Interviews with factory employees revealed divided opinions—some are optimistic about the changes, while others feel progress is either slow or unseen.
Doug Ackerman, vice president of quality for Boeing’s commercial aircraft, described the transformation as “many, many little, incremental changes over a long period.” Weekly “employee involvement” meetings allow workers to pause their tasks and collaborate with management to resolve issues. In one instance, engineers developed a tool to improve the consistency of holes drilled in electrical component racks after workers reported defects, saving over two hours of labor per plane and boosting worker morale.
Simplifying Production
A critical shortfall in the door plug incident was the absence of documentation regarding its removal and reinstallation, leading to the missing bolts going unnoticed. Boeing is now exploring the use of tracking devices and secure storage systems to monitor tools and parts in real time. The company has also increased audits and is simplifying its traditionally text-heavy work instructions, including reducing a 60-page removal guide by half—with input from highly regulated industries like pharmaceuticals.
The National Transportation Safety Board recently criticized Boeing for insufficiently addressing workforce turnover, noting that experienced employees with over ten years’ service have decreased from 50% to about 25% over the past decade. Boeing has responded by extending new hire training by approximately two weeks, followed by 12 weeks of hands-on mentoring.
The company is near implementing a safer door plug design, coordinated with the FAA, to conclusively resolve the issue. Meanwhile, Boeing aims to increase 737 Max production, with the FAA raising the monthly production cap from 38 to 42 jets. However, Boeing still trails Airbus, which produces about 60 A320s monthly and targets 75 by 2027. Boeing plans to add a fourth Max production line next year at a new facility north of Renton.
Jon Holden, president of District 751 of the International Association of Machinists and Aerospace Workers, commented, “They’re definitely moving in the right direction. Now, we just need to see that month after month, quarter after quarter, year after year.”
This article originally appeared in The New York Times.
Special Analysis by Omanet | Navigate Oman’s Market
Boeing’s intensified focus on quality control and production order in its 737 Max factory signals a crucial industry shift towards safety and reliability, which sets a benchmark for aviation and manufacturing standards globally. For businesses in Oman, especially those in aerospace, engineering, and supply chains, this underscores the importance of rigorous quality assurance and workforce training to remain competitive and trustworthy. Smart investors and entrepreneurs should consider opportunities in supporting aviation safety innovations, advanced manufacturing solutions, and workforce development, while being mindful of the challenges linked to scaling production without compromising quality.
