This is about Jim M, indirectly.
So, who is he? Well, our first post mentioning the guy was in 2009 (he did get Scott out of the way). There were a few others.
Essentially, BA let (made?) Mulally go to Ford. He is now retired. Jim M was their choice. At the time, the finance guy was running things after the hefty guy got booted for philandering.
Ethics issues? Did Jim M help?
So, now, a 30-year veteran is coming into the position to replace Jim M. Forbes said that the 787 (each of them) will have a $30M tax (the overrun spread over the number to be built). Too, it suggested that Jim M could have worked with the employees.
Jim M came from a place that made notes that stick on pads, etc. He came into an industry where there are proprietary benefits from having employees that know what they are doing.
We have not really paid attention for a few years now. There is so much to look at. Is there time? Actually, is there interest? Yes and yes. But, the review be done thoroughly.
Well, happy retirement (I understand that he'll be involved with the Board).
Remarks: Modified: 06/25/2015
06/25/2015 --
Showing posts sorted by relevance for query Jim M. Sort by date Show all posts
Showing posts sorted by relevance for query Jim M. Sort by date Show all posts
Thursday, June 25, 2015
Wednesday, November 10, 2010
As if by ...
... magic. Yes, technical people laugh about this. What management does is put things together (resources), mix them, and then expect some output of note. As if by magic, essentially.
Why? They do not appreciate that it's good people (who are not just a resource, you fat cats) who make things happen. And, leaning on them to do the impossible can only go so far, you top-down thinkers who believe that you're John Galt [], or something similar.
This type of fat-cat creep-ness screwed up the financial world. We would expect those dealing with matter to be above this crappy game.
Does Jim M. (who?, figure it out) seem to be like that? Now he's saying that that the production projection line will be shallower and longer than he said before. Say what, guy? Any reasonable person knew that years ago; you're just now admitting the reality.
Oh, I know. You guys went off to South Carolina in a union busting mode. That was going to work? Like magic?
That last successful program, identified with the triple numbers, was the culmination of a long string of work. It was within the same milieu (product, design, and process spaces), you see. That is, as one works issues within some domain, one gets better. Yet, any relaxing of basic ASSumptions can perturb such as to cause divergences that are not pleasant. Good people scramble to put things back in order. And, do so (that's why they get good pay - not to your level, though, Jim M (and your ilk)).
By the way, some do appear to work magic. That is, from the outside it seems so. Yet, on analysis, there is a basis of solid knowledge, good methods, constrained expectations, practical sense, etc. I'm not talking the sleight of hand, Jim M. That cannot fly.
The new thing (project rolled out as an empty potemkin liner back in 2007) threw caution to the wind, relaxed along all axes of decision, brought in the unknowable by out-housing, listened too much to the modelers who said that the computational framework was (would be) wonderfully effective, allowed the risk guys to run rampant with their little fantasy (yes, you all know who you are - your numeracy led us to (and led us along) perdition laden paths), and so forth. It is a litany too long to even consider here, right now.
You see, Jim M, you would do more service to the world to learn about undecidability and how it applies even to how we handle matter than to keep your coif out of the wind, preen for the cameras, bask in your tub of money, calmly talk to the Street (Wall more than Main - yes?) as if you know what's up (did you not say things in that forum before and then have an announcement within days that would have some wondering how can this be? talk but not walk the talk?) or whatever it is that you top-level guys do (as you think of yourselves as kings of the rest of us).
We can use linear logic, and its extensions, to help the world learn the proper lesson. It has to come from the engineering camp. Jim M, you are running what was once a top-notch engineering firm that produced highly-engineered products. You came in the clean up the ethics. How did you actually help the problem-ridden program?
Remarks:
11/21/2010 -- Three years ago, it was said: Computational foci raise miraculous need. Still applies.
Modified: 01/17/2013
Friday, December 31, 2010
We're gone
We're done and gone.
Belaboring the obvious loses its appeal, after awhile. So, we'll bid goodbye to Here we go, again and 2010. Not that some comment might not appear, now and then, particular to that subject (actually, probably more in praise than not).
There are many other themes to follow, such as how concerns about proofs lead to testing. But, that discussion has more of a focus on the cyber than on the physical. For real things, we have a shake out period (ought to), yet even during a long production run, there needs to be sampling to see if the process has not gone awry.
Other themes:
Remarks:
07/15/2013 -- A fire late last week bring an opportunity to see what goes into determining whether to do composite repair or to undergo a section replacement.
04/07/2012 -- Flightblogger ends, as least, Jon's watch. Some issues raised five years ago are still apropos. The context may have changed a little, yet, perhaps now is time to re-address the themes which are beyond aviation, only one of a whole bunch of domains.
05/28/2011 -- Lemons problem, dark pools, ... Oh, so much to look at!
04/19/2011 -- Still gone.
02/03/2011 -- This is a place holder, for now, for Lewis' article. The Irish people (where is the rage?) were screwed over even more than the Americans. Now, one could argue oops; but, the truth is that certain minds need much more restraint than they are willing to admit. Unfortunately, other people bear the effects of these idiots (who, by the way, may, in many cases, test well - too bad there is not an effective arse test).
01/06/2011 -- I'm not back, but I have to make some comment on the fact that Jim M was in the group of those who have the gall to tell us, via our representatives, what we ought to do for them. Sheesh. I'll quit, now, before I start to re-look at the faults with this camp of people. Who is perfect? Well, a lot of us do not go about making unreasonable demands upon those who are providing a big part of our paycheck (yes, the taxpayers).
01/01/2011 -- We have four last posts of December under our belt.
01/01/2011 -- When one introduces a sensor in a control sense, that piece of information becomes part of what makes a system work. That is, even if the information is only sampled, it is not ignored.
Modified 07/15/2013
Wednesday, June 24, 2009
Here we go again
Gosh, every time Boeing managers come out with their talks of things being right on par, we need to remember this, it'll be followed with some revelation that is troublesome. Why troublesome? Well, talk is cheap, as they say. These guys, Jim M is one, ought to let the engineers speak. That has been said before.
And, where the heck is the technical fellowship? Let's see who started that? Condit? The idea is that managers talk crap by necessity. That is, just about the majority of the problems with the economy comes from people listening to these idiots.
But, what the heck are we to do? Just not listen to anyone? Well, the cynic would say yes. I say no. There are people who talk truth; many times these ones are hidden or sat on to squelch their speech.
Is it possible that the new media will overcome some of those age old dynamics, that led essentially to fat-cat-ism and the world being run thereby.
Now, the message here. Many factors are at play, but we can start with 5 that will be discussed at length with further post (and, former mentions will be linked).
Anyone think that this last problem will be it and that things will just fall into place for magical delivery? Yes indeed, hope does spring eternal goes the saying.
Coming issues:
-- we need to discuss other types of issues, such as new media's use of private information. How does this happen without recourse? Too, is new media just a pawn? ...
-- was the program too focused on proving composite technology?
Remarks:
And, where the heck is the technical fellowship? Let's see who started that? Condit? The idea is that managers talk crap by necessity. That is, just about the majority of the problems with the economy comes from people listening to these idiots.
But, what the heck are we to do? Just not listen to anyone? Well, the cynic would say yes. I say no. There are people who talk truth; many times these ones are hidden or sat on to squelch their speech.
Is it possible that the new media will overcome some of those age old dynamics, that led essentially to fat-cat-ism and the world being run thereby.
Now, the message here. Many factors are at play, but we can start with 5 that will be discussed at length with further post (and, former mentions will be linked).
- Earned value -- it's been said before, folks, that you can't expect magic and get a product. Nor can you know a priori when something is complete. Heck, it's difficult even to know when something is complete ex post facto (see point 5 below). Now, change things along all axes in both the process and product spaces and what have you? A potentially big mess (perfect storm?).
- Parameterized model -- sheesh, the manager used this example in many telecons about the 787. Oh, it was within the parameteric bound. Is that idiotic (except he probably has advanced degrees)? One can lift out control variables as parameters, yes. But, just like non-monotonic logic has the problem of qualification so too will process control. Don't get me started about the idiocies of designs and parameters. Oh wait, I will go on about that later.
- Hype/Hypothesis -- look, managers, until you get something together and it performs, do not hype the thing. Oh, that genie was let out of the bottle long ago, alas. Needless to say, business seems to want to run itself in a mode that assumes we're all idiots. Ought things be that way (why the heck is Carson still in his position? mute the guy, please!!!).
- Misused mathematics -- just because we're in 2009 and have almost miraculous computational prowess is no excuse to assume that some age-old problems are resolved. Au contraire. But, how do we get the message across here? Well, we'll keep trying. The litany of misuses would be very long indeed if we had the energy to attempt the enumeration. Let's instead revisit the basic issues and hope that those who can will adapt whatever is required for them to perform more wisely (ah, how much mischief comes from the relenting focus on efficiency - why thanks, managers, yes it is you to whom we'll all point as the main enablers of the problems).
- Underdetermination -- oh no, what the heck does that mean? Well, did we not hear some discussion about unknown unknowns at one briefing? Was that meant in jest? Or, was it a half-hearted attempt at cheap philosophizing? In either case, any of those who work with earned value ought to consider this item, even is just briefly. Oh yes, there are other ways to express this notion; that, too, will be covered.
Anyone think that this last problem will be it and that things will just fall into place for magical delivery? Yes indeed, hope does spring eternal goes the saying.
Coming issues:
-- we need to discuss other types of issues, such as new media's use of private information. How does this happen without recourse? Too, is new media just a pawn? ...
-- was the program too focused on proving composite technology?
Remarks:
05/19/2014 -- This post is one of the most popular, even given its age (June 2009), but a post-note is necessary. The post was written during times where the unknowns seemed to outweigh knowns (nod to our old friend Carson). Of course, thing changed after that. Does what happened later change the context of the posts or demand a content change? Not in my mind. In fact, the blog is still here as oops abound more than we would like to believe. And, in many cases, engineering has it easier, as there are means to test available. Computing, though, has a whole other set of issues. See modern programmers (this blog) and formally truthful (related blog) for continuing discussions.
01/01/2011 -- This theme? We're done. Engineering is a shining example of human effort. Finance? Ah, cannot be said by a civilized tongue!
01/01/2011 -- This theme? We're done. Engineering is a shining example of human effort. Finance? Ah, cannot be said by a civilized tongue!
09/14/2010 -- Must and may. Two important concepts.
09/02/2009 -- Lets face it, folks, undecidability needs to be discussed and adopted in any complex situational setting, especially if computers are involved. Only hubris pushes us to make loud exclamations about what we're going to do in the future.
08/31/2009 -- Scott is riding off to the sunset.
07/14/2009 -- Somehow, the confounding continues.
07/05/2009 -- We can now get serious.
Modified: 05/19/2014
08/31/2009 -- Scott is riding off to the sunset.
07/14/2009 -- Somehow, the confounding continues.
07/05/2009 -- We can now get serious.
Modified: 05/19/2014
Sunday, September 19, 2010
Decline and fall
Gosh, some (many?) Boeing engineers are probably sick at the status (Chicago Tribune) of the 747, and the 787. Guess what? Their bosses are probably clueless. Jim M, included.
Yes, farm out work (the proverbial throwing things over the wall) that you don't understand and hope that it'll pay (something for nothing - plus, magic is in the air).
We'll be getting into this with more depth. But, as a prolog, there are oodles of posts here berating the decline of capability, the wishfulness brought on by computation, and the whole notion that one can be successful while relaxing (idiocy to the max) along all axes in a problem solution search.
The world is screwed up. England became a financial center (of course, we know that there isn't much behind that whole notion - see Fedaerated - except movement from one pocket to another - generally, from the many to the few). Professor Wiener thinks that it's due to the aristocratic influence of: wanting something from nothing (get it from the peasants), not doing for self (oh, no way, that is what maids and servants are for), being mostly head-driven (classic cause of egoism and out-of-touchness - as with reality). Yes, we're talking about his thinking as published in 'English Culture and the Decline of the Industrial Spirit: 1850-1980'.
Some think that England needs to get back to its engineering glory of old. Yet, a lot of that left the old world (to wit, the influx over the pond), just to get away from the aristocratic mess (yes, some of that was brought to here - why else that CEOs (and other business leaders - political leaders, to boot) think that they're it?).
Actually, we had a generation of the best-and-brightest run after finance. And, what a mess? Thanks, Harvard, et al.
As said before, we need some type of Magna Carta for business. And, we need to run things with people who have taken a vow of simple living and ethics. Yes, indeed!!! We, and the earth, cannot abide these idiots (cartoon - Phila Daily News).
One cause is the ignorance of undecidability and its place, along with the requisite necessity for quasi-empirical views in our work.
Remarks:
08/01/2013 -- Ben cannot unwind or taper down; he has too many Doves. We'll have to get back to the king thing (yes, the divine rights of the CEO, new royalty, in other words) and dampening of these types by a new outlook (Magna-Carta'ísh).
10/07/2011 -- Magna Carta, the celebration thereof.
10/07/2011 -- Magna Carta, the celebration thereof.
09/21/2010 -- Definitely, there are class divisions, in business. Such as the one who waits out the contract period, gets the contract signed (albeit after a rejection by the union members), and then lays out layoff plans that were known all along. Magna Carta needed, indeed.
Modified: 08/01/2013
Tuesday, July 14, 2009
Confoundedness (Poll 7)
Poll completion: 08/02/09
--- original post ---
Boeing seems to be exhibiting confoundedness. So people ought not beat on them; it would be like an ER doctor berating a patient even though whatever is ailing the patient was the result of the person's own choice. No, we need to understand the causes and fix things up.
In short, was Boeing biting off more than one can chew, hoping that subcontractors could magically handle what might be intractable problems, dissing their own employees to run after new partners (the old middle-aged syndrome), and much more?
Much of this has been discussed here, will continue to be discussed here, and can serve as a very interesting lesson of what was wrought with the ending of the 20th century. That is, the 21st century will belong to the workers not to the fat cats (in engineering, it's the negative influences coming out of GE and Welch's legacy that got in the way).
Yes, that comment is a tie back into the economic side of engineering.
Why Boeing allowed themselves to maximize the confounding of factors is anyone's guess. Relaxing along all decision axes is very troublesome in safe environments. To do so when risk is not entirely understood (yes, you guys - Jim M, Scott C, et al - there were people arguing way back about not going whole hog (by what, was the necessity?) after a dream) can have very undesirable consequences.
Lessons learned will abound.
Disclaimer:
Usual poll etiquette assumed; polls are oriented toward information and not mis / dis-information.
- A casual user cannot double vote on any poll. But, there is no guard against intentional duplicate votes by those who know how.
- There is no consistency checking between polls.
- There is no meta-information about who votes or why.
- There is no current correlation between the polls, however the 'role' poll allows some indication of interest.
Remarks:
12/31/2013 -- A popular post in both 2012 and 2013. Ah, how many ways to we confound things? Do you not think that queuing up packages, at the last moment, for deliver somehow would not work (as in, expectations being way out of whack?)?
08/13/2011 -- Added completion; see top of post.
08/13/2011 -- Added completion; see top of post.
01/19/2011 -- Update1 and Update2. The focus now will be mostly the idiots of economics/finance.
09/09/09 -- We'll need to look at UUUN, as a framework.
09/02/2009 -- Let's face it, folks, undecidability needs to be discussed and adopted in any complex situational setting, especially if computers are involved. Only hubris pushes us to make loud exclamations about what we're going to do in the future.
07/23/2009 -- There have been several critical articles. Here are a couple, from down under, that illustrate the mood swing.
Modified: 12/31/2013
09/02/2009 -- Let's face it, folks, undecidability needs to be discussed and adopted in any complex situational setting, especially if computers are involved. Only hubris pushes us to make loud exclamations about what we're going to do in the future.
07/23/2009 -- There have been several critical articles. Here are a couple, from down under, that illustrate the mood swing.
- Is the 787 Dreamliner fiasco more about toxic corporate cultures than a flawed design?
- The 787 Calamity: Lies and evasions continue
Modified: 12/31/2013
Sunday, June 8, 2014
9 years ago
From seeing some of the questions that pop up in Eagle-supported forums whenever the related topic is discussed (or harped about), one has to ask: where is there a fuller summary of what happened then than what we have seen? Too, whenever the topic is touched upon, viewpoints come forth that lead to people taking sides in the issue (like bragging, "I work there - you don't know what you're talking about" ---- or, like from the other side, "it was wrong, wrong").
So, does it not look as if there ought to be a summary of what went down on that weekend in June, of what led up the weekend of infamy, and of what ensued (all sides - more complete look - as in, not representing that history is written by the victors) after the fact of the weekend?
---
The topic? We'll get to that. Actually, one might argue that, since Boeing was such a major presence in the city of interest, for such a long time, those in the city ought to know what was behind all of this; too, the impacts upon those whose lives were seriously influenced make for stories that ought to be of interest both now and later.
Why? The recent downturn (recession) came about via those in power making decisions and being involved in activities very much of the type that can be associated with this particular affair (and its downs as well as it ups). So, the intent is not to belabor that which is misunderstood; rather, a bit of necessary analysis ought to have some attention, at some point. So, let's start that.
---
Below is a brief look at the weekend. In time, the story will (ought to) be more fully told - especially, in terms of the larger picture that has emerged so clearly - bringing forth disparities, for one. Too, though, given that the tenth year has rolled around (started, the ninth completed), preparations for celebrating / bemoaning the tenth anniversary ought to be of interest.
As an aside, we are looking for stories which can be conveyed anonymously. The mechanism will be more fully described in time, but, for now, if you have something to offer, send a note.
---
So, what is the timeframe? Nine years ago, last weekend, as in the first weekend in June, in 2005, Boeing (and Newco, so called, at the time) pushed all of its employees (who were under the proposed removal to Newco) out the door right before the weekend (lots of details glossed over here). Why? We'll see below.
Now, the more insightful workers took their stuff with them when they left on Friday as it turns out that many did not get an "offer" over the weekend and so could not come back.
Offer? Yes, an invitation to work at the Newco. In the planning, Nigel of Onex (who was running the show as the buyer) had this thought (which he denies): why not humiliate a whole bunch of people (Jobs, labor, disrespect) and make a statement? Remember, at the time of the planning, these people (not receiving offers) were still Boeing employees (until pushed out the door on Friday), so that whole bit of display was counter to what Boeing claimed was its ethical-ness.
The plan, you see, was that offers would come in the mail (which is, for the most part, private). Some seem to have thought that offers would be in Saturday's mail (actually, many got their offer on Friday). And, the other part of Nigel's plan, to which Boeing managers (yes) capitulated due to their starry-eyed lust for the big time (as in big pockets - and, folks, near-zero needs more attention), was how ought non-offer (read, rejection) letters be sent out.
---
Why start with this? Well, when one considers the human aspects, that weekend looms large, as we will see. Too, such shenanigans represent deep seated disrespect for workers (albeit, one might claim that Unions having caused Boeing grief over the years were fair game - but, there are two side to that story).
---
And so, some (many, by certain counts) did not get an offer. As mentioned here and elsewhere, many employees were left hanging and awaiting. Then, on the Saturday of that weekend in June, a DHL truck pulled up in front of a large number of houses in town in order to deliver to the occupant a package from their old-beloved (many times) employer that contained bad news: get lost, you were not welcomed back.
In many cases, this message was delivered to old-time, devoted employees.
Too, the package told the ex-employee about a day that had been set aside for them to line up at Boeing and get their stuff.
---
Now, this is short, however we do intend to get as many stories together over the next year as we can. Too, we'll be researching the incident more fully, including making the arguments about how this little case represented the mania of those times. Mind you, the motivation is more toward a closure state than any other goal. Too, lessons learned are lurking there; so, let's pull them to visibility.
---
Now, we can consider some cases, from that one weekend.
First, the winner side, as is that not the American way?
Also, Raytheon/Beech went with the same approach, later, which event was followed by so many deleterious results (Hawker spooked) that we all know (but that will be part of the story, too - imagine, all this in little Wichita).
---
Now, about winning and losing. One person got the offer (winner?) but rejected it on Tuesday morning. Basically, Monday had been used to tie things up and to mull over the situation. On Tuesday, the worker told the boss about the decision.
At that time, the plan (Nigel's or of Boeing managers who were gleefully applying the boot to the behind) kicked in. The worker was summarily thrown out the door (perhaps, we could say, ceremoniously - ah, those gloating idiots with starry eyes) in a nape-of-the-neck, arse-kicking mode (yes, like a drunk from a bar being thrown into the dirty street). However, that was not the worst part of the deal this person would soon find out. Those Boeing managers put the worker on a slippery slope (details will be forthcoming, when the story is told). Essentially, "thugs" comes to mind when one considers these folks and their methods.
Briefly: retirement insurance taken away, stock options declared null, general trashing of the guy's record, etc. And, these were Boeing managers (the company that touted its best-ness and talks about fairness and so forth) doing this type of mischief!
Needless to say, the managers did not prevail as the worker was able to counter their attempts (for the most part - more to tell here), and their machinations were temporary irritations (and lessons).
In retrospect, one can understand the enthusiasm of these people chasing after their Newco goals (pursuing the American dream?). Too, one can get the gist of this type of thinking (Bush made it famous): you're either with us or agin' us.
---
Yet, business does talk ethics (while stabbing you in the back simultaneously?). In the larger context, the little incidents from that weekend in June in Wichita are representative of so much. We will need to consider the totality of the historic unfolding that started so long ago on the shores of this nation and continue to this day. Yes, the historic perspective would put little Wichita right in the center of a whole bunch of messes (from which, perhaps, we can learn something).
The economic bifurcations, of so much interest currently, are the consequence of decisions (as said above), can indicate to us a whole lot of underlying problems, and will stand as a measure (almost) against which we might assess progress toward a more sustainable economy (assuming that we really want to attain such).
---
So, finally, as we are being brief, here is little more of a tale (from BW, Boeing worker):
Some who have discussed what the DHL/email weekend meant to them have used a term related to early pre-WWII events; it was of such impact, especially to those who have not experienced, prior to this, such slapping up the side of the head (or, could not believe such bad manners could be associated with Boeing managers (ah, le creme) - oh well, they could point to Nigel).
In other words, we ought to express the facts about this and document the effects; in other words, even if they point to a reality of complicity, manipulation, and stench (all to be explained, in due time), the tales need telling.
---
The above is only a part of the story. At the appropriate time, we expect to offer a means for others to tell their side of this story (no doubt, there will be many sides). Will lil jefe Jeffy give us his take? Yes, do you not want to hear from him?
All in all, the tale has not been told, as it ought. As well, can this whole thing be considered good, in general? Yes, Boeing might have some things to tell us about lesson learned.
Remarks: Modified: 08/24/2016
06/08/2014 -- We all need a fresh look (even those with big, distracting pockets).
06/15/2014 -- Timing? This week, SPR celebrated shipment of the 5Kth 737, of a certain variety. Nice accomplishment (for a Boeing sub-organization?). So, congratulations are in order for maintaining output through the past nine years. ... To be complete, though, there has to be mention that this post was motivated, in part, by the discussions surrounding a possible sale of fabrication supposedly to make more room for assembly. Some comments at the site (see article above) seemed to indicate that many do not know what went down nine years ago. Is it important? Depends, okay. At least, the facts ought to be somewhere that we can see. ... Now, other talk, currently, is about whether the site (or SPR) would drop other customers and concentrate on Boeing work. Too, some rumors point toward other types of sales. ...
07/10/2014 -- Business week had a little ditty about Gerry. Thrives in the shadow, it says. Has a big impact upon the lives of many, it does not say. ... As we're getting technical again, of course, this topic will be studied in depth. We'll, perhaps, have a journal, like this tech one. ... Along with this, we'll be considering Sandberg and more. This bit on what makes for success foretells some topics.
06/08/2015 -- Continuation of the theme.
08/24/2016 -- Boeing is 100, this year.
So, does it not look as if there ought to be a summary of what went down on that weekend in June, of what led up the weekend of infamy, and of what ensued (all sides - more complete look - as in, not representing that history is written by the victors) after the fact of the weekend?
---
The topic? We'll get to that. Actually, one might argue that, since Boeing was such a major presence in the city of interest, for such a long time, those in the city ought to know what was behind all of this; too, the impacts upon those whose lives were seriously influenced make for stories that ought to be of interest both now and later.
Why? The recent downturn (recession) came about via those in power making decisions and being involved in activities very much of the type that can be associated with this particular affair (and its downs as well as it ups). So, the intent is not to belabor that which is misunderstood; rather, a bit of necessary analysis ought to have some attention, at some point. So, let's start that.
---
Below is a brief look at the weekend. In time, the story will (ought to) be more fully told - especially, in terms of the larger picture that has emerged so clearly - bringing forth disparities, for one. Too, though, given that the tenth year has rolled around (started, the ninth completed), preparations for celebrating / bemoaning the tenth anniversary ought to be of interest.
As an aside, we are looking for stories which can be conveyed anonymously. The mechanism will be more fully described in time, but, for now, if you have something to offer, send a note.
---
So, what is the timeframe? Nine years ago, last weekend, as in the first weekend in June, in 2005, Boeing (and Newco, so called, at the time) pushed all of its employees (who were under the proposed removal to Newco) out the door right before the weekend (lots of details glossed over here). Why? We'll see below.
Now, the more insightful workers took their stuff with them when they left on Friday as it turns out that many did not get an "offer" over the weekend and so could not come back.
Offer? Yes, an invitation to work at the Newco. In the planning, Nigel of Onex (who was running the show as the buyer) had this thought (which he denies): why not humiliate a whole bunch of people (Jobs, labor, disrespect) and make a statement? Remember, at the time of the planning, these people (not receiving offers) were still Boeing employees (until pushed out the door on Friday), so that whole bit of display was counter to what Boeing claimed was its ethical-ness.
The plan, you see, was that offers would come in the mail (which is, for the most part, private). Some seem to have thought that offers would be in Saturday's mail (actually, many got their offer on Friday). And, the other part of Nigel's plan, to which Boeing managers (yes) capitulated due to their starry-eyed lust for the big time (as in big pockets - and, folks, near-zero needs more attention), was how ought non-offer (read, rejection) letters be sent out.
---
Why start with this? Well, when one considers the human aspects, that weekend looms large, as we will see. Too, such shenanigans represent deep seated disrespect for workers (albeit, one might claim that Unions having caused Boeing grief over the years were fair game - but, there are two side to that story).
---
And so, some (many, by certain counts) did not get an offer. As mentioned here and elsewhere, many employees were left hanging and awaiting. Then, on the Saturday of that weekend in June, a DHL truck pulled up in front of a large number of houses in town in order to deliver to the occupant a package from their old-beloved (many times) employer that contained bad news: get lost, you were not welcomed back.
In many cases, this message was delivered to old-time, devoted employees.
Too, the package told the ex-employee about a day that had been set aside for them to line up at Boeing and get their stuff.
---
Now, this is short, however we do intend to get as many stories together over the next year as we can. Too, we'll be researching the incident more fully, including making the arguments about how this little case represented the mania of those times. Mind you, the motivation is more toward a closure state than any other goal. Too, lessons learned are lurking there; so, let's pull them to visibility.
---
Now, we can consider some cases, from that one weekend.
First, the winner side, as is that not the American way?
- - Of course, we ought to start with those who got an offer. Yes, they were many, of several types. But, all came back to work with a heavier non-disclosure onus (3-paragraph piece of paper replaced by three pages of small type) plus they were in limbo as the divestiture was not complete for a couple of weeks or so. Too, there are so many ways to characterize the state of the returnees, such as some came back with less pay.
- - Most came back with lessened benefits, such as those related to insurance and retirement. Let's take retirement, for instance. Some who were within just a handful, or less, of years from being able to retire (so close as to smell it) had their 401K frozen and their pension taken over by the Newco. There was some controversy over this, but enough time has elapsed to see the effects. In one case, someone who recently thought of retiring (was close to the age of 55 that weekend) has a big disparity between the estimated amount shown by a Boeing report from the earlier years and the reality (a difference of greater than half). Is that winning (some wag might mention the downturn, sure, however recall that things behind the downfall were being done by those who were principal actors in this case)?
- - You see, many of these older folks could not transfer to other Boeing sites, either within Wichita or elsewhere. That was part of the plan (more below). So, they were trapped. And, these people saw an immediate bifurcation. Many were over 55 and could retire. That meant that these workers had their Newco pay plus the Boeing retirement pay plus (and this is the biggie) Boeing retiree insurance that would be in place until Medicare age (as opposed to those insurance plans offered, in general, to Newco persons). Minor? Perhaps in the eyes of some, but, in the aggregate, these little stories add up to a hugh, stenching mess.
- - Let's talk another type of winner. Those who received an offer but did not opt for Newco (more on that below).
Now, for the loser side (perhaps of a much larger set than allowed if we looked at the near-zero aspects of this thing) of the issue:
- - One, of very many, long-time employees got the Saturday treatment. That person did not think to take personal things on Friday. What was lost? Years of information (contacts, etc.) that had been accumulated. Not his? Consider, please, that Boeing (as would any forward-looking company) sponsored many external professional relationships. Evidently, this employee did not catch a drift of the bad spirit'd-ness that was around and about. Fortunately, this guy landed on his feet and is doing very well (thank you, Boeing, for setting him free). Too, the guy got his retirement, and related benefits, after a wait of just a couple of years. Almost a winner would you not think?
- - Others, of a certain age, who did not get an offer, were out of their early retirement by design. There was much discussion about this decision when it became known. Some even wondered how this whole way of thinking could be legal. That is, the shock was palpable in a whole lot of homes (both for those not getting an offer and those facing Newco's reality).
- - There is one class that needs some attention (yes, Eagle). Some got an offer (supposed winners) and did not take the offer. Now, further below is one such case (with a little more detail). In general, though, many of those who made this choice to opt out suffered unexpected travails. Why? They did not believe that Boeing managers would stoop to such types of shenanigans that ensued. But, read below (doubters, especially).
- - Then, there were those workers (winners who got an offer) who were not old enough to retire from Boeing such as the one example (above, winners). Many of these were just too young to be close to retirement. But, they had to go back to work with gloaters who could retire and get retirement benefits. Do we know the size of this class? Essentially, these people had reduced benes and pay from the new company while they were working alongside the double-dippers.
Also, Raytheon/Beech went with the same approach, later, which event was followed by so many deleterious results (Hawker spooked) that we all know (but that will be part of the story, too - imagine, all this in little Wichita).
---
Now, about winning and losing. One person got the offer (winner?) but rejected it on Tuesday morning. Basically, Monday had been used to tie things up and to mull over the situation. On Tuesday, the worker told the boss about the decision.
At that time, the plan (Nigel's or of Boeing managers who were gleefully applying the boot to the behind) kicked in. The worker was summarily thrown out the door (perhaps, we could say, ceremoniously - ah, those gloating idiots with starry eyes) in a nape-of-the-neck, arse-kicking mode (yes, like a drunk from a bar being thrown into the dirty street). However, that was not the worst part of the deal this person would soon find out. Those Boeing managers put the worker on a slippery slope (details will be forthcoming, when the story is told). Essentially, "thugs" comes to mind when one considers these folks and their methods.
Briefly: retirement insurance taken away, stock options declared null, general trashing of the guy's record, etc. And, these were Boeing managers (the company that touted its best-ness and talks about fairness and so forth) doing this type of mischief!
Needless to say, the managers did not prevail as the worker was able to counter their attempts (for the most part - more to tell here), and their machinations were temporary irritations (and lessons).
In retrospect, one can understand the enthusiasm of these people chasing after their Newco goals (pursuing the American dream?). Too, one can get the gist of this type of thinking (Bush made it famous): you're either with us or agin' us.
---
Yet, business does talk ethics (while stabbing you in the back simultaneously?). In the larger context, the little incidents from that weekend in June in Wichita are representative of so much. We will need to consider the totality of the historic unfolding that started so long ago on the shores of this nation and continue to this day. Yes, the historic perspective would put little Wichita right in the center of a whole bunch of messes (from which, perhaps, we can learn something).
The economic bifurcations, of so much interest currently, are the consequence of decisions (as said above), can indicate to us a whole lot of underlying problems, and will stand as a measure (almost) against which we might assess progress toward a more sustainable economy (assuming that we really want to attain such).
---
So, finally, as we are being brief, here is little more of a tale (from BW, Boeing worker):
- On one day in early March, 2005, BW went to Ethics training. This was mandatory, that year. One CEO had been bounced; another was shortly to be bounced. Jim M was brought in - a little later - to raise the ethical standard. Has he (more to discuss)? At Ethics, the expert touted that the golden rule was (had to be) the focus. This rule was seen as essential; how else? any reasonable person might ask. Too, at the time, Boeing management stressed, quite emphatically (harped and harped), that relationships and dealings at work had to be open and honest (ah, we do have to get back to this - heard it on the telly today).
After the Ethics training of that day, the BW went to another type of indoctrination (in a room that, later, SPR used Greenwood - Weagle - to talk about, as being a "bat cave" -- er, rat hole?). Essentially, it was a war room that was being used to plan/execute this whole affair (as in, that event which included the infamous weekend in June). Actually, the cave/hole had been in operation several months, already (let's say, the Fall of 2004). On that day, the BW got marching papers, so to speak. - What ensued between that time of seeing the good (trying to be ethical), the bad (green-eye'd plotters who were at it with such vigor) and (what turned out to be) the ugly and of experiencing the weekend is an interesting tale of subterfuge, chicanery, almost sophomoric glee at breaking the Unions, and other un-glamorous behavior on the part of Boeing managers (is that point emphasized too much? not!).
- Essentially, over those last few months, the extent of split-tongue'd talking at all levels was an eye-opener for BW. Remember, these managers had stressed that their ethical selves demanded such good behavior from the employees (classic moral: do as I say not as I do?). Too, the anticipation of "big bucks" was so palpable (yes, it was way before Google and Facebook, but the takings that have been recorded pale in comparison (say, with FB) - at the time, Boeing was doing something called the Chairman's Innovation Initiative -- this whole thing seemed to be a massive example of a CII project). But, there is more to the tale, here, too.
Some who have discussed what the DHL/email weekend meant to them have used a term related to early pre-WWII events; it was of such impact, especially to those who have not experienced, prior to this, such slapping up the side of the head (or, could not believe such bad manners could be associated with Boeing managers (ah, le creme) - oh well, they could point to Nigel).
In other words, we ought to express the facts about this and document the effects; in other words, even if they point to a reality of complicity, manipulation, and stench (all to be explained, in due time), the tales need telling.
---
The above is only a part of the story. At the appropriate time, we expect to offer a means for others to tell their side of this story (no doubt, there will be many sides). Will lil jefe Jeffy give us his take? Yes, do you not want to hear from him?
All in all, the tale has not been told, as it ought. As well, can this whole thing be considered good, in general? Yes, Boeing might have some things to tell us about lesson learned.
Remarks: Modified: 08/24/2016
06/08/2014 -- We all need a fresh look (even those with big, distracting pockets).
06/15/2014 -- Timing? This week, SPR celebrated shipment of the 5Kth 737, of a certain variety. Nice accomplishment (for a Boeing sub-organization?). So, congratulations are in order for maintaining output through the past nine years. ... To be complete, though, there has to be mention that this post was motivated, in part, by the discussions surrounding a possible sale of fabrication supposedly to make more room for assembly. Some comments at the site (see article above) seemed to indicate that many do not know what went down nine years ago. Is it important? Depends, okay. At least, the facts ought to be somewhere that we can see. ... Now, other talk, currently, is about whether the site (or SPR) would drop other customers and concentrate on Boeing work. Too, some rumors point toward other types of sales. ...
07/10/2014 -- Business week had a little ditty about Gerry. Thrives in the shadow, it says. Has a big impact upon the lives of many, it does not say. ... As we're getting technical again, of course, this topic will be studied in depth. We'll, perhaps, have a journal, like this tech one. ... Along with this, we'll be considering Sandberg and more. This bit on what makes for success foretells some topics.
06/08/2015 -- Continuation of the theme.
08/24/2016 -- Boeing is 100, this year.
Sunday, August 30, 2009
Outhouse'd
Oh, I meant outsourced. But, this means, of course, nothing in particular here except the predilection of life to provide us plenty of oops material usually piled high and deep.
Yes, posts went on before how outsourcing is a lot like leveraging. It's okay to a point, then it goes out of control. Looking for magical endings is one way to characterize that sort of thing.
Well, there are many factors involved which we'll touch upon, in time. For now, just consider that many have run after promises from computer companies about the powers for systems to revolutionize both process and product engineering. Yes, indeed, folks.
On the process side, we'll always have people as the most important thing. Ah, management would love to have it robotic and database driven, though earned value remains as an issue. I have a suggestion here; let's put their glorified roles into automation, since their efforts would never deliver. No, red-faced sputterings and slurring about those under them is the usual.
On the product side, real world experiments cannot, yet, be forgotten in some grand scheme that sees more in modeling, simulating, and visualizing than what is there.
What's the answer? Ah, we'll get there.
When? Well, I'm not racing against the anyone's clock (though, it's to be within PTIME, I hope).
Remarks:
05/30/2013 -- This theme will play within the cosmology of business. Too, Zeno applies in the modern context.
11/02/2010 -- A year later, the message is the same, except some changes have occurred. Of real note is that the jobless rate is high; out-housing really set up for that. Also, we need to re-look at that learned from the 'vons' guys, Ludwig and Friedrich. See Near Zero.
Yes, posts went on before how outsourcing is a lot like leveraging. It's okay to a point, then it goes out of control. Looking for magical endings is one way to characterize that sort of thing.
Well, there are many factors involved which we'll touch upon, in time. For now, just consider that many have run after promises from computer companies about the powers for systems to revolutionize both process and product engineering. Yes, indeed, folks.
On the process side, we'll always have people as the most important thing. Ah, management would love to have it robotic and database driven, though earned value remains as an issue. I have a suggestion here; let's put their glorified roles into automation, since their efforts would never deliver. No, red-faced sputterings and slurring about those under them is the usual.
On the product side, real world experiments cannot, yet, be forgotten in some grand scheme that sees more in modeling, simulating, and visualizing than what is there.
What's the answer? Ah, we'll get there.
When? Well, I'm not racing against the anyone's clock (though, it's to be within PTIME, I hope).
Remarks:
05/30/2013 -- This theme will play within the cosmology of business. Too, Zeno applies in the modern context.
11/02/2010 -- A year later, the message is the same, except some changes have occurred. Of real note is that the jobless rate is high; out-housing really set up for that. Also, we need to re-look at that learned from the 'vons' guys, Ludwig and Friedrich. See Near Zero.
11/06/2009 -- There ain't no train, just like there ain't no free lunch (TANSTAAFL).
10/11/2009 -- Discussion has gone over to FED-aerated. Note the 10/11/2009 Remarks about the Business Week article on India's progress' inhibitors. 'Near zero' recognizes that some always suffer more than others, especially in win-win situations, as the whole notion of characterization minimizes visceral reactions by diminishing the real in favor of the abstracted (ah, the modern world, you say?).
09/09/09 -- We'll need to look at UUUN, as a framework.
09/03/2009 -- Computational foci raise miraculous need. Yes, we need to talk NP and more, on both the process and products side of things.
09/02/2009 -- Let's face it, folks, undecidability needs to be discussed and adopted in any complex situational setting, especially if computers are involved. Only hubris pushes us to make loud exclamations about what we're going to do in the future.
09/02/2009 -- Computers make people dumber, yes indeed. That applies to engineering as much as it does to finance. Oh wait, is not that true about management to boot? One rises to levels of beyond ones capability (Peter's principle). Then, everyone under those needs to, then, dumb themselves down.
09/01/2009 -- Is it a limb and what type? It's probably too much to expect that undecidability will get recognized in the business world's fixation on hubris as the proper attitude.
08/31/2009 -- Scott is riding off to the sunset. But, how long will it take for Jim A to regain respect back?
Modified: 05/30/2013
10/11/2009 -- Discussion has gone over to FED-aerated. Note the 10/11/2009 Remarks about the Business Week article on India's progress' inhibitors. 'Near zero' recognizes that some always suffer more than others, especially in win-win situations, as the whole notion of characterization minimizes visceral reactions by diminishing the real in favor of the abstracted (ah, the modern world, you say?).
09/09/09 -- We'll need to look at UUUN, as a framework.
09/03/2009 -- Computational foci raise miraculous need. Yes, we need to talk NP and more, on both the process and products side of things.
09/02/2009 -- Let's face it, folks, undecidability needs to be discussed and adopted in any complex situational setting, especially if computers are involved. Only hubris pushes us to make loud exclamations about what we're going to do in the future.
09/02/2009 -- Computers make people dumber, yes indeed. That applies to engineering as much as it does to finance. Oh wait, is not that true about management to boot? One rises to levels of beyond ones capability (Peter's principle). Then, everyone under those needs to, then, dumb themselves down.
09/01/2009 -- Is it a limb and what type? It's probably too much to expect that undecidability will get recognized in the business world's fixation on hubris as the proper attitude.
08/31/2009 -- Scott is riding off to the sunset. But, how long will it take for Jim A to regain respect back?
Modified: 05/30/2013
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