SYSTEM ABUSE Boeing -Longer Articles
BOEING LONGER ARTICLES See also Boeing Corruption The article below, by a Jewish magazine, is to make clear that old history can still have a major impact on our real or imagined perceptions of what is going on or appicable in our world today.  The battles between Airbus and Boeing, or any other airline/manufacturer, can have widespread implications with dramatic and even violent results.  We are not agreeing with or negating the Jewish perspective seen in Haaretz below, but simply bringing it to the forefront as one of many factors to consider.  These factors can include company sabotage, terrorism, stealing of state secrets, government agent hostiles and so much more.  Whereas Airbus is shown below to have Nazi roots, we need to remember that Boeing’s originator was himself German.  Did any of those German roots have either German Jew or Nazi connections during either world war or beyond? Haaretz:  Arkia’s purchase of airliners should force airbus to confront its Nazi roots haaretz dot com/israel-news/arkia-s-purchase-of-airliners-should-force-airbus-to-confront-its-nazi-roots-1.450743 Excerpt in full:   FARNBOROUGH - For over a decade, the aerospace market has been dominated by the Boeing-Airbus duopoly, with the two giant airliners manufacturers vying with each other for the top. It is a competition for global dominance, with public image being a major part of it. This week at the biennial international air-show at Farnborough, west of London, both companies were out in force, fighting for every bit of public space. In the skies, the Airbus 380, the world's largest passenger jet, competed with the Boeing 787, the most fuel-efficient airliner, in slow, low flights over the airfield. On the ground, the rivalry extended as far as the visitors necks, as company employees persuaded them exchange white Airbus lanyards with blue Boeing ones.  Advertising and branding is very much a matter of changing fashions and today's aerospace trend underlines passenger and eco-friendliness. That's why the A380 logo is shaped like a heart and the Boeing 787 has been named the "Dreamliner." But despite all this soft-soap PR, nothing beats large orders of new planes. And while the negotiations between the manufacturers and airlines go on for months or even years, the best time to announce a finalized deal is at one of the big international air shows.  As aerospace orders go, Monday’s announcement at Farnborough that Arkia Airlines is buying four Airbus 321s for $400 million is hardly a big deal. But since it is only the second time an Israeli airline has ordered new jets from the European consortium (Israir bought two new A320s in 2010), further breaking the traditional hold of Boeing on the Israeli market, through monopolistic El Al, the deal attracted more attention than is normal for an acquisition of this order and was even heralded as "historic." However, no one saw fit to mention that the parent company, European aerospace giant EADS, had its origin in the Third Reich. Neither did they finally acknowledge the deep involvement of its German owners in Nazi slave labor.  On the face of it, Airbus and EADS are proud representatives of the new European spirit of cooperation and technological progress. Airbus was founded in 1970 as a partnership between German, French and British companies and has since built thousands of airlines, rivaling and even surpassing America's Boeing. Its parent company, EADS, is an even more recent creation, formed in 2000 as a merger of German, French and Spanish aircraft manufacturers. The German partner, DaimlerChrysler Aerospace was itself a combination of veteran aircraft companies - in 1989 it had purchased Messerschmitt-Bolkow-Blohm.  Corporate evolution has obscured some of the origins and detoxified the European aerospace brands, but the historical roots remain. Not only was Messerschmitt the leading builder of warplanes for Nazi Germany, it was also one of the heaviest users of slave labor in their manufacturing. Multinational EADS may have travelled a long way from those days, but the German branch of the company proudly exhibits in one of its hangars near Munich, a historical collection of flyable aircraft from the World War II era, including the Messerschmitt BF-109, the most produced fighter aircraft in history and the Messerschmitt Me-262, the first operational jet aircraft anywhere in the world.  Thousands of these planes were built on sites in Germany and particularly in the mountainous regions of Austria by slave laborers in the last three years of the war. After British and American bombers had ruined most of the Messerschmitt factories, the Reich dispersed manufacture to hidden sites where the various components were made and from there shipped to forest workshops for assembly and departure. Despite the considerable effort and resources EADS in Germany pours into commemorating its historical heritage, it has never acknowledged the circumstances in which its most famous planes were produced. When pressed, company spokesmen have said that there is no documentation of slave labor in Messerschmitt factories and that in the later stages of the war, all manufacturing was taken over by the SS. This is disingenuous, as many survivors still remember working on assembly lines in camps such as Mauthausen and Gusen, where Messerschmitt engineers and foremen were present daily as an integral part of the production process. These company men were fully aware of the deadly conditions in which the prisoners worked and the high death-rates were clearly visible. After the war, company founder Willy Messerschmitt was tried and convicted by an allied court for having allowed the use of slave-labor in his factories. Some of Germany's industrial giants have made a belated reckoning of their Nazi past, and contributed to restitution funds which compensated former slave laborers. Messerschmitt and its descendants, MBB, DaimlerChrysler, EADS and Airbus have never owned up. The company's entry into the Israeli market should be an opportunity for it to finally confront its Nazi roots. http://www.haaretz.com/israel-news/arkia-s-purchase-of-airliners-should-force-airbus-to-confront-its-nazi-roots-1.450743 New York Times: Boeing faces questions on quality (02/25/1989) http://www.nytimes.com/1989/02/25/business/boeing-faces-questions-on-quality.html?pagewanted=all Excerpt in full:  Cases of misrouted wiring and plumbing, along with production delays, have raised concerns among airline officials and aviation analysts about manufacturing problems at the Boeing Company, which has long enjoyed a reputation for superlative quality.  At the same time, there have been a number of crashes and accidents involving Boeing aircraft. Yesterday a large hole ripped open in the side of a 747 jetliner flying over the Pacific Ocean, and nine passengers were reported missing.   Boeing has not been found at fault for any of the accidents, some of which are still under investigation. Many are likely to be traced to inadequate maintenance or pilot error. Manufacturing Problems  But Boeing is clearly experiencing some manufacturing problems. The Federal Aviation Administration issued a global air-worthiness directive in January for all Boeing aircraft built since 1980 after a 757 jet was found to have crossed wires leading to its fire extinguishers. Subsequent inspections found misplaced wiring or plumbing in fire detection and suppression systems in some 737's, 757's and 767's.  In addition, the F.A.A. reported that it had fined Boeing $125,000 for the use of locknuts that did not meet specifications, its largest civil fine ever against Boeing.  There have also been problems in recent test flights of the E6A, a military derivative of the 707. One plane lost a portion of its vertical stabilizer, the other part of a trailing antenna, but both landed safely.  These problems come at a bad time for Boeing. In just the last two months, the company's planes have been involved in several accidents. A bomb explosion caused a Pan American 747 jet to crash in Lockerbie, Scotland, and a 707 jet crashed in the Azores, apparently because of pilot error and poor communications with controllers.  Other recent accidents, which remain under investigation, include the crash of a British Midlands 737-400 after an engine failure; the loss of cabin pressure on an Eastern Airlines 727 when the fuselage peeled; the loss of a wing panel on an Eastern Airlines 757, and the loss of an engine from a Piedmont Airlines 737. Boeing's Defense  Boeing executives, interviewed at the company's Seattle headquarters before yesterday's accident in the Pacific, said the company had no quality-control problems. They asserted that the wiring problems were relatively minor and had been blown out of proportion by journalists because they occurred soon after the Pan Am 747 crashed in Scotland because of a bomb blast.  ''Yes, there have been a number of incidents, but if you take them apart piece by piece, the only thing that relates them is a chunk of calendar time,'' said Philip Condit, executive vice president of Boeing Commercial Airplanes. Still, he said, ''it is very clear that we can be doing better than we are doing.''  The cases in which engines and other pieces have fallen off Boeing planes ''will probably turn out to be airline problems; but crossed wires, there's no excuse for that kind of thing,'' said Larry Crawford, president of Avitas Inc., an aircraft evaluation and consulting firm in Arlington, Va.  ''Something is wrong,'' he continued. ''From our perspective, we have to ask, 'How can Boeing be going wrong this bad this quick?' They've always been the one everyone looks to as the best.'' More Airline Inspections  Boeing's customers - the airlines - say that the quality-control problems are real but that they are not confined to Boeing. Several airline executives said these problems have not altered their respect for Boeing aircraft.  Some airlines say they have stepped up their own inspection of Boeing aircraft, both in Everett and Renton, Wash., where the planes are assembled, and after delivery. Others say they have experienced no problems with Boeing aircraft. And neither the problems nor production delays have dimmed Boeing's record sales. On Wednesday, All Nippon Airways announced that it would buy 20 747-400's for $3.15 billion.  ''There is nothing wrong with the airplanes - the product is good and proven,'' said Willis Berry,a spokesman for Delta Air Lines, in an interview last week.  ''But at the same time, we have to recognize, as they have to recognize, that they have to do some quality-control work.  ''Boeing does have a few Q.C.-type problems, but the end result is it's not something that's driven us away.''  Delta currently has options and orders for 25 767-300ER aircraft and 50 options for 747-232's, and will be inspecting those planes more closely than it did in the past, Mr. Berry said. ''Our quality-control people on the scene are aware of where the problems have occurred and will be scrutinizing those areas in great detail,'' he said. American's Vigilance  American Airlines, which said it found misrouted fire suppression plumbing on three to five of its 767 aircraft, has also stepped up its inspections, said James Brown, an airline spokesman interviewed before yesterday's accident. ''We're going to be vigilant about the kind of product we receive,'' he said.  American had no other quality control problems with Boeing, he said, adding, ''Over the long term, we believe Boeing is a credible manufacturer and has the wherewithal to create a high-quality product.''  Mr. Condit of Boeing said the company had altered the electrical and plumbing connections in the fire systems so that it is no longer possible to install then incorrectly. Even in those aircraft where they were not installed properly, the redundancy of the system meant that fires could still be detected and suppressed, he said. ''In terms of was there really a problem, any significant danger, the answer has to be no.''  But many aviation analysts say the discovery of the miswired airplanes has caused more alarm than Boeing will admit publicly. 'You've Got to Feel Queasy'  ''Boeing was probably more shaken than anybody else by the news on 757 fire extinguishers,'' said Wolfgang Demisch, an aerospace analyst with UBS Securities in New York. ''Clearly if you're delivering half a dozen airplanes where there are wiring mistakes, you've got to feel queasy about it.''   The quality-control problems have helped focus attention on another source of embarrassment for Boeing, the missed delivery schedule for the 747-400, the new long-range version of its popular jumbo jet. This is the first time Boeing has been late with a delivery since the rollout of the original 747, nearly 20 years ago.  The first and only 747-400 delivered so far went to Northwest Airlines on Jan. 11, more than a month late. Singapore Airlines, which was promised the second and third 747-400s for late December delivery, has yet to receive them and has asked Boeing to compensate it for lost revenues. Japan Air Lines, the largest user of 747s, which has 20 747-400's on order, has also asked for compensation. Reasons for Delays  Boeing attributes the late deliveries to a wide range of problems, primarily the use of complex new electronic navigation systems and difficulty in accommodating different customer demands and alternative engine choices. Four years ago, Boeing committed itself to using three different engines. It then took on 18 customers in 12 months.  ''There has been a lot of customer-to-customer variation, particularly on the 747,'' Mr. Condit said. ''In hindsight, I should have spaced those derivatives and alternate engines types out further.''  These problems have been exacerbated by late delivery of parts and an inexperienced work force, as total Boeing employment in the Seattle area has grown from 73,772 in 1985 to 96,963 in 1988.  One consequence has been that Boeing assemblers, particularly those at Everett, where 747's and 767's are built, have consistently had to work overtime. Because parts have been delivered late, workers have often had to follow an airplane as it moves down the line, finishing jobs that were begun elsewhere. 'There Are More Problems'  In interviews, Boeing assembly workers said they thought the airplanes they are now building match the high quality of those they have built for years.  But assemblers acknowledge that the system has been strained by late parts deliveries, a faster production cycle, excessive overtime, major new models of the 747 and 737 lines and large numbers of new workers.  ''There are more problems, which is to be expected,'' said Richard Dally, a lead inspector of final body joints on the 747-400 line at Everett. But he said those problems have been caught before the planes leave the factory. ''That's where quality control comes in,'' he said. ''Every area is inspected three or four times.''  Aviation analysts say these are typical adjustments for a manufacturing company experiencing the tremendous growth that Boeing has. While late deliveries are new to Boeing, they are not to the industry.  American Airlines said it experienced delays of up to five months on MD-80's from the McDonnell-Douglas Corporation. Alaska Airlines said it has just been told that an MD-80 scheduled for delivery in early June will be a month late. McDonnell's Difficulties  And a recent management shuffle at McDonnell has been widely interpreted as an effort to head off production difficulties as the company copes with large orders for its new MD-11, an update of the DC-10 wide body.  ''To be able to produce all that it has committed to produce, Douglas Aircraft must do things in a fundamentally different way,'' John F. McDonnell, McDonnell-Douglas's chairman and chief executive, wrote in an internal memo that was later excerpted in the trade publication Aviation Week. ''What Douglas Aircraft Company has been struggling with is the ability to deliver high quality, on schedule, and at a competitive cost.''  Mr. Demisch of UBS Securities said that Airbus Industrie, the European aircraft consortium, would probably run into similar difficulties and that all three commercial aircraft companies would have a difficult time raising production levels.  ''The slippages at Boeing are only a precursor of what will be more generally true,'' he said. ''The industry will have a hard time delivering what is in their backlogs.''  Photo of work at Boeing's plant in Renton, Wash., where 757's are among the types of commercial aircraft being built (NYT/Doug Wilson); graph of new and backlog orders at Boeing, 1984-1988 (Source: Company reports; chart of 737, 747, 757, 767, 707, 727 model numbers of a Boeing aircraft showing number of orders, deliveries and backlog order http://www.nytimes.com/1989/02/25/business/boeing-faces-questions-on-quality.html?pagewanted=all LA Times (02/26/1989) http://articles.latimes.com/1989-02-26/news/mn-824_1_quality-control Excerpt:  Accidents Spotlight Issue of Boeing Quality Control February 26, 1989|RALPH VARTABEDIAN SEATTLE — Employees on Boeing's aircraft assembly lines are working 12 hours a day and seven days a week in many cases, attempting to catch up on delivery delays that have infuriated airlines around the world.  But a concern is growing among industry safety experts and throughout the aviation community that the Boeing Co. may be pushing too hard, that it is making some sloppy errors that are not expected from a company held to be one of the nation's premier manufacturing companies.  "I don't sense a crisis at Boeing, but I do sense a series of tragic and unfortunate incidents," said John H. Enders, president of the Flight Safety Foundation, a nonprofit organization funded by airlines, manufacturers and others. "Appropriate corrective action is being taken . . . but not as quickly as the public would like."  Indeed, the apparent in-flight structural failure of a United Airlines 747 after taking off from Hawaii on Friday was only the latest case that has focused worldwide attention on Boeing products.  Boeing has not been held responsible for any of the incidents, and current problems at the company's aircraft plants clearly have nothing to do with what befell the 19-year-old jet that had to return to Honolulu after a large section of its fuselage was torn away in flight resulting in the loss of nine passengers.  But the incident occurred at a bad time for Boeing.  In the past year, the company has been hit by reports of mis- wired safety equipment on its jets, a half-dozen cases of airframe structural failure during flights and growing production problems that have forced delays in deliveries.  "We are very angry," Lufthansa executive board Chairman Heinz Ruhnau said in a recent interview about the three-to-six-month delays in deliveries of new 747s. "It is going to cost us a lot of money."  Even some Boeing employees are now complaining that they see quality control slipping at their company, which has gained world dominance of the commercial aircraft industry in large measure through a reputation for quality and value. During 1988, Boeing grabbed two-thirds of the Western world's orders for commercial jets.  "The growth really ran away," said Richard Ferguson, a Boeing engineer who retired earlier this month. "The new people coming in are not receiving the guidance, help and direction that they would receive normally. They are running more on their own. That allows mistakes to be made." Calls Training Inadequate One Boeing hourly worker with more than a decade of experience put it more bluntly. "I think the quality stinks," she said, asking that her name be withheld. She was recently promoted to a toolmaking job, but considers her training for it inadequate. "They gave me a job that I wasn't qualified for," she said. "I don't even read blueprints. It required things I had never done--drilling holes and measuring things." Although Boeing executives acknowledge that the company is experiencing growth problems in a number of areas, they believe that each incident is isolated and not indicative of a systemic erosion of discipline. "A number of things have been put together and collected in a bucket and some conclusions drawn," Boeing Executive Vice President Philip M. Condit said in a recent interview. "But they don't necessarily--and they frequently don't-- relate to each other." Since Thornton made those statements, Boeing has confirmed that at least 10 of its 757 and 767 jetliners delivered to airlines and used in passenger operations had improperly wired fire extinguishers in the cargo hold. The Boeing image began suffering after it was disclosed that a faulty repair done by Boeing on a bulkhead of a Japan Air Lines 747 had caused a crash in 1985, resulting in 517 deaths. Since then, a series of structural failures has underscored concern about Boeing jetliners. http://articles.latimes.com/1989-02-26/news/mn-824_1_quality-control G Florence Scott: Whistleblower Gerald Eastman https://gflorencescott.wordpress.com/tag/whistleblower-gerald-eastman/ Excerpt:  Why One Whistleblower is Important to the Safety, Security and Economic Welfare of All The story of Boeing Whistleblower, Gerald Eastman, is a compelling one, the outcome of which will have far reaching effects on both employees of industry as well as government.  In observing Mr. Eastman’s struggle, I see we have reached a significant turning point.  Either we will achieve more transparency in our business (and government) operations or we will submerge into the swamp that is now business and contracting in America.   I have become aware of Mr. Eastman’s Boeing Whistleblower case, via my interest in whistleblower issues.  I have his permission to send out his first press release and website address in order to better publicize his experiences as a legitimate whistleblower caught up in a most unpleasant relationship with his former employer.   His case is singularly important as unlike many, he chose to stand up to his company about the fraud he saw happening on the line at Boeing in Seattle, Washington.  Mr. Eastman was a Quality Assurance Inspector and oversaw the assembly line for airliners.   Thinking it was just a few corrupt and irresponsible low level supervisors, he began an odyssey which led him through each level of the Boeing Company to the very highest levels of management, finding anger, corruption, avoidance, cowardice, and retribution against himself, for daring to not shut up and look the other way, all the way to the top of his corporate structure.  After exhausting all internal paths for addressing the problems he then went to the oversight authorities in the U.S. government whose job it is to inspect and oversee the safety and integrity of manufacturing and found they were similarly corrupted and impotent.  His former employer, the Boeing Company has done their best with every kind of retribution imaginable, to destroy Mr. Eastman.  In spite of this Mr. Eastman believing that the fraud and the safety risks the fraud represented to the American public, military and anyone else who would fly on Boeing airplanes, continued to try to get the problems honestly addressed and resolved.  Mr. Eastman was fired from Boeing, was essentially blacklisted in his field due to Boeing’s influence, and when he finally did get another job, was fired from that job as well, ostensibly because the small company he worked for had a large customer (ostensibly Boeing) who was not happy with him being employed there.  He has lost the integrity of his family, and much else has been permanently and negatively changed in his personal life.  It has been a devastating experience.   I hope that there will be more media and Internet attention to his story and more of you will present it to your readers.   The public should know what is going on around them and see how destructive this kind of greed and corruption is to all of us.     The truth is that Boeing has a lot to lose.  The situation is doubly interesting due to the settlement agreement the U.S. Government maintains with Boeing from the end of the Darleen Druyun/Michael Sears/Original Tanker Deal.  In order not to lose the ability to bid on more contracts Boeing had to promise to keep themselves clean and ethical.  The current issue is that they have not been doing that.  There are in addition to Mr. Eastman’s situation, several whistleblower cases and even criminal investigations ongoing at the current time against Boeing.  These cases have been slowed, thwarted, and corrupted or crippled; oversight agencies including the Justice department itself, (think federal prosecutors) have been totally dysfunctional in many cases, leaving these cases open, but not going anywhere, and poised to wait for the applicable statute of limitations to run out. This is the functional (or dysfunctional) state of things under the current administration.  Those who are a part of the corruption, or are under the control of the corrupted officials, which I am told go all the way to the top of our government, continue to try to keep any of these cases from being investigated, and if that is not successful, from being prosecuted.  Unfortunately, at the current time, they are quite successful in that effort.   Mr. Eastman’s case however has reached a fevered pitch as Boeing, frustrated they could not shut him up by destroying his life, has tried to deny he is a whistleblower, used their economic and political power to control things and seek high stakes retribution.  It appears that Boeing has managed to corrupt the King County Prosecutor’s office and Justice (judges and attorneys) as well.  Only the jury refused to go along with Boeing’s planned execution.  The first trial ended in a hung jury, as several jurors could see what was happening, and seemed to be frustrated with the judge not allowing them to fully consider all appropriate elements of the case, such as Mr. Eastman’s whistleblower status and current whistleblower law.  To the credit of American jurors, many do not like to be herded to a predetermined end by the prosecutor or judge.  The jury also advised the court that they felt the case should not be retried.  Boeing, on a roll applying the bully tactic, has since tried to force Mr. Eastman into an out of court “deal” which he has detailed on his website in his Press Release, while threatening to prosecute him again in a second trial, and more recently threatening to move the trial to the federal level, even naming the U.S. attorney, who is interested in taking it on, which flies in the face of any logic, considering the facts of the alleged case, and the well known state of Justice in the U.S. Attorney General’s office.   The truth about campaign contributions from the Boeing Company to politicians in Congress is important, but so is their ample contributing to campaigns or other convenient causes in local jurisdictions where they have business presence, such as in prosecutor’s offices or police agencies.  The Boeing Company has used all of these efforts well to garner power – much too much power.  They have used that power to prosecute, or more accurately, railroad Mr. Eastman criminally for his efforts to stop the fraud he saw occurring while working at Boeing.  Like some other companies I’ve read of just recently, Boeing appears to hope that by trying to criminalize him, they will evade accountability on his whistleblower charges against the company.  And, they hope to punish him severely, putting him away and silencing him, as well as using him as a terrifying example to the rest of their employees, to derail anyone else from even thinking about reporting fraud or other criminal activities.   The travesty that has been witnessed in Seattle, masquerading as justice, needs to be exposed.  I hope you will be able to help make that happen. https://gflorencescott.wordpress.com/tag/whistleblower-gerald-eastman/
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