Expert Panel Report Reveals Deep Fractures in Boeing’s Safety Culture
An expert panel consisting of industry experts, government officials, labor representatives, and academics has released a report on the Federal Aviation Administration’s (FAA) Organization Designation Authorization (ODA) granted to Boeing. The report, published on February 26, highlights the significant issues and strategic disintegration within Boeing’s attempts to establish a safety culture through various organizational changes, including the implementation of a formal safety management system (SMS).
The panel conducted an extensive review, examining over 4,000 pages of Boeing documents, conducting seven surveys, and conducting more than 250 interviews with individuals ranging from factory floor workers to senior management. Dr. Najmedin Meshkati, a professor at the University of Southern California and a member of the expert panel, described the depth of analysis in the report as unprecedented.
The report is highly critical of Boeing’s safety culture, stating that there is a disconnect between senior management and other members of the organization regarding safety. It also concludes that several decades of corporate decision-making within Boeing have contributed to a decline in aircraft safety.
The panel, which includes experts from NASA, FAA, Boeing, pilot associations, and other industry leaders, has made 53 recommendations to Boeing and the FAA. They recommend that Boeing develop an action plan within six months to address the findings of the report.
Dr. Meshkati emphasizes that the findings of the report are applicable to all equipment manufacturers and operators in safety-critical industries, including healthcare, oil and gas, and nuclear power.
Boeing has responded to the report, stating that they appreciate the panel’s work and will carefully review the assessment. They acknowledge that there is more work to be done to improve their safety and quality programs.
The report also highlights Boeing’s internal reforms following the 737 Max crashes, including the creation of a chief aerospace safety officer and the implementation of a comprehensive SMS. However, the panel found that Boeing did not produce quantifiable measures to assess the effectiveness of these initiatives.
The panel also raises concerns about the sustainability of Boeing’s SMS, noting that employees across all disciplines and roles expressed concerns about its lasting power. The lack of feedback and delay in providing feedback jeopardizes the longevity of the SMS.
In terms of Boeing’s ODA, the panel acknowledges improvements in the management of Unit Members responsible for approving items on behalf of the FAA. However, they note that there are still opportunities for interference and retaliation within the system.
The panel also emphasizes the importance of human factors in flight deck design and operation. They highlight a deterioration in Boeing’s human factors capability over the years and a lack of pilot input in aircraft design and operation. The report recommends that Boeing rebuild its human factors capability as a stand-alone technical discipline and design practice.
Overall, the report paints a concerning picture of Boeing’s safety culture and calls for significant changes within the company. It serves as a reminder that safety should always be the highest priority in the aviation industry and other safety-critical industries.
