Skip to playerSkip to main contentSkip to footer
  • yesterday
During a senate Commerce Committee hearing last week, Sen. Ted Cruz (R-TX) questioned Boeing CEO, Kelly Ortberg, on the 'safety culture' at Boeing.

Fuel your success with Forbes. Gain unlimited access to premium journalism, including breaking news, groundbreaking in-depth reported stories, daily digests and more. Plus, members get a front-row seat at members-only events with leading thinkers and doers, access to premium video that can help you get ahead, an ad-light experience, early access to select products including NFT drops and more:

https://account.forbes.com/membership/?utm_source=youtube&utm_medium=display&utm_campaign=growth_non-sub_paid_subscribe_ytdescript


Stay Connected
Forbes on Facebook: http://fb.com/forbes
Forbes Video on Twitter: http://www.twitter.com/forbes
Forbes Video on Instagram: http://instagram.com/forbes
More From Forbes: http://forbes.com
Transcript
00:00Mr. Ortberg, the FAA has played an integral role in solidifying a safe approach to production
00:08adjustments at Boeing following the Alaska Airlines Flight 1282 incident. As Boeing continues
00:14to monitor its KPIs and begins to increase production as appropriate, it will likely
00:20grow more autonomous in its internal oversight. As Boeing regains autonomy and eventually
00:27increases production caps, how will Boeing guarantee safety without enhanced FAA oversight?
00:36Senator, I'm not aware of increased autonomy that will come as we increase production rates.
00:44We're going to continue to provide transparency to the FAA on all the key performance indicators.
00:51We will go through a series of production increases. So the first one, cap, is at 38.
00:57But we will go through the same process for every subsequent rate increase. And if the
01:02KPIs aren't showing that we're meeting the performance, then we won't move forward with
01:07a rate increase. So I think this is a good practice. I think what we have in place, it's
01:12data driven. It's not subjective. We've agreed with our regulator on what things we need
01:18to be measuring. If we find we need to adjust that, we'll do that. But I think getting to
01:23a data driven process, I think, helps them also have insight and prioritize where they
01:30should focus. If our key indicators in one area are not good, that allows them to say,
01:37okay, we need to put more oversight in that particular area because there's instability
01:42in the production system. So again, I think the system we have in place, the plan we have
01:48in place will be effective not just in the near term but for the long term.
01:54Since you've become the chief executive officer at Boeing, there have been significant changes
01:59on the board and in the leadership. As the leadership changes, this affects the culture
02:04at Boeing. What personnel changes have been made at Boeing and how have these impacted
02:09the safety culture at the company?
02:13In my opening remarks, Senator, I made the comment we've made massive organizational
02:17and people changes. And if you go back to the door plug time frame, just to kind of
02:22time frame the changes, we've got a new chairman of our board, we've got a new CEO, we've got
02:28a new head of our Boeing commercial airplanes. We have new people in many of the program
02:34management roles. And so we are changing as we're changing the culture, we're also changing
02:39people to make sure they're focused on safety and quality as the foundation of the company.
02:46So far, I'd say the results are showing good results. We'll continue to have to refine
02:53either promoting different people or bringing some additional people from the outside to
02:58help us on our journey. But I think the progress we've made so far looks like we're getting
03:04the results we want.

Recommended