影片瘋傳 波音飛機又出事了！從掌門人到生產線 深度揭秘波音公司幕後重重黑洞 #傳奇故事

Hello everyone, welcome to the New Southbound. I am Yu Tong. Today is April 9th, 2024. The Boeing 737 Yo-Yo is out of the air again. The time is 7.57 p.m. The Boeing 737 Yo-Yo from Denver to Houston has 135 passengers and 6 crew members on board. Unexpectedly, during the flight, there was a metal shield that could be removed from the engine. As you can see in the video, the whole metal shield was lifted by the strong wind, like a piece of paper. The inside of the Yo-Yo was almost exposed to the outside world. After the crew found out, they immediately reported that the Yo-Yo had returned to Denver International Airport. The Yo-Yo landed at 8.14 p.m. 25 minutes later. Oh my god! Who dares to fly a Boeing 737 Yo-Yo now? A while ago, there was a story like this. An American who lives in Seattle, Pei Yi-shim, booked a plane from Seattle to Shenzhen. The plane was Arizona Airlines. When Pei Yi-shim was watching the plane, he repeatedly confirmed that the plane he took was not Boeing 737 Mars, and then paid for the ticket. He has a kind of obsession. He doesn't want to sit on Boeing 737 Mars. As long as it's not this plane, he can sit on anything. Just when he wanted to settle down, Pei Yi-shim saw the emergency card in his back pocket. It said, This is a Boeing 737 Mars. Pei Yi-shim grabbed the power cord and got up, ready to get off the plane. At this time, all passengers had already boarded the plane. The pilot was closing the window of the cabin. Seeing Pei Yi-shim getting off the plane, the pilot curiously asked, What's the matter? Pei Yi-shim didn't explain. He just said, I can't tell you in detail, but I don't want to sit on Boeing 737 Mars. I want to get off the plane. The pilot saw his concern, but he couldn't help but say, How much do you know about this plane? Pei Yi-shim insisted on getting off the plane. The pilot didn't know, Pei Yi-shim did have a deep understanding of the Boeing 737 Mars. Pei Yi-shim was a U.S. Navy officer. He served in the military for more than 30 years. He served as a commander-in-chief of a commanding officer. Then he joined the Boeing Corporation. He served for 10 years. In the three years, he was the senior manager of the production of the Boeing 737. It's funny to say, Boeing has entered its own era. It's not that I don't want to sit on Boeing. It used to be Boeing's long-standing slogan. Now it's the other way around. In the so-called one-of-a-kind fate, within a thousand miles, the story went from the captain of Boeing to the highest manager. For a large corporation like Boeing, a reliable captain is extremely important. If we look back at Boeing's history and the achievements of its past CEOs, we will find that Boeing was not born out of the blue, but gradually deviated under the leadership of its past captains. In the end, Boeing's most glorious moment was the merger of the old and the new. In August 1997, Mattel was merged into Boeing. This merger was led by Boeing's CEO, Han Dicke. It was the largest aircraft merger in the U.S. market. It made Boeing the world's largest aircraft manufacturer and the most controversial in the civil aviation market. After the merger, Han Dicke introduced a large number of Mattel executives including former Mattel CEO, Stephen Seaton. Mattel's management team led by Stephen Seaton entered Boeing's management team. Boeing's goal from being the best aircraft to creating the greatest profit for shareholders, completely destroyed Boeing's once popular engineer culture and became the mainstay of profits. Without a doubt, it aroused the strong dissatisfaction of old Boeing employees. Faced with the dissatisfaction of engineering and technology, Han Dicke made a big move and bought Boeing's headquarters from Seattle. Using a distance of 1,800 km, he moved away from Seattle's factory. Seattle has a London factory and an Alfred factory, which can be said to be the land of Boeing. Boeing has been in Seattle for more than 80 years. It has hired a large number of aviation and engineering talent and has maintained close cooperation with the local government. Because of this, Han Dicke's headquarters move has always been secret. The former mayor of Seattle, who has always been kept in the dark, only found out about this after Boeing announced the headquarters move. He immediately called Boeing. Why didn't you say hello first? After the headquarters move to Chicago, the headquarters left the production department. This means that Boeing, led by Han Dicke, will focus more on finance and profit, not production and technology. The long distance gives them enough reason not to ask questions of the technical department. Therefore, they focus on the report and profit. But the result of this is that the management level and growth core are disconnected. In 2003, Boeing exploded the Air Force refueling aircraft and military-purchasing contract. Boeing offered fat taxes to Air Force procurement personnel in order to obtain a refueling aircraft contract worth US$2.5 billion. This failed, which led to a great wave. Han Dicke resigned. In 2003, he became the CEO of Boeing. After Boeing purchased Mattel, Mattel's executives took over the half of Boeing's assets. One of the most famous was Sitton Seifert. After Han Dicke resigned due to military-purchasing contract, former Mattel CEO Sitton Seifert became the new CEO of Boeing. From a loser, he became a successor. In 1994, after Sitton Seifert became Mattel's CEO, he immediately adopted a series of actions to please shareholders. Mattel's research fund was cut by 60%. This is more than the original business situation. There was a heavy blow, which eventually led to the acquisition of Boeing. Pleasing shareholders, reducing costs, increasing profits, was also brought to Boeing by Sitton Seifert, and brought a series of irreversible effects. Sitton Seifert's goal is very clear. Throw the package out, which is the main business of maintenance, design and assembly. By handing over a large number of production processes to suppliers, the effect is fully realized. As a result, the Boeing 787 Dream Aircraft Program launched by Sitton Seifert is one of the most used aircraft in Boeing's history. Now, Sitton Seifert has only been a major aircraft engineer. But since Sitton Seifert, Boeing doesn't even know how to be an aircraft engineer. Of course, shareholders no longer care about production and design issues. They are very satisfied with the beautiful design, high profit, rich dividends, and constantly rising stock prices. Later, Sitton Seifert was demoted by the Board of Directors due to the scandal with Boeing. And his wife also divorced him. The so-called talent gap is endless. When the Board of Directors quickly fired Sitton Seifert, they also faced the question of who will take over as CEO. A war of entrepreneurs broke out in Boeing. Boeing employees are looking forward to McLaren, who will be the CEO. Because McLaren is a candidate that is completely in line with Boeing's civil law. In the eyes of Boeing employees, McLaren becoming the CEO can be sensitive to the management of Liz Madoo to a certain extent. It is also a disorderly reaction, allowing Boeing to return to normal. But it is obvious that the Board of Directors will consider more profit, stock and image. They eventually chose the investor's favorite McLaren to be the CEO. After McLaren took over Boeing, he built a picture he learned from Wei when he was in aviation, and put the financial effects at the forefront. Even during the development of 787, Boeing also used a lot of foreign exchange and joint development models. From foreign exchange suppliers to first-in-command development cost. In addition to a large amount of foreign exchange, McLaren also pointed the knife at Boeing employees. In 2008, there were still 57 people, about 27,000 Boeing employees who participated in the major strike. It was because of Boeing employees, including McLaren, who took a knife and stabbed employees in the back, and carried out a large amount of foreign exchange work. It was the largest strike in Boeing's 30 years. McLaren made up his mind to build a Boeing-Buzzard-Easton factory in South Carolina, that is, a smart, independent factory. On March 9, 2009, the public statement that there was a problem with Boeing's growth was found in his own car. 62-year-old Barrett was a senior employee of Boeing. He worked for the company until he retired in 2017. Since 2010, Barrett has been a Buzzard-Easton factory quality manager, participated in the construction of the 787 Dream客機. Barrett pointed out many problems with Boeing's production process. For example, the 787's oxygen system is seriously deficient, causing no oxygen to enter the cabin. He took the parts directly from the waste bag and put them on the plane. Barrett's concerns about Boeing's production standards and safety were reflected in the lawsuit against Boeing. In fact, in March 2014, a well-known reporter reported that this mysterious middle-aged man was also an employee of the Buzzard-Easton factory. It was not even known that he was Barrett himself. After ensuring safety, the middle-aged man began to say that he was disappointed by the Boeing factory he knew. The workers on the waterline are the biggest problem. They have not been educated and have not been trained. I know everything about them and I am not afraid. There are 300 lives on a Boeing plane. Their lives are more important than mine. This year, a worker described the common poisoning of the Boeing factory in a letter. He even mentioned that he could buy drugs in the factory and that he would not be able to go back to work. He also said that he would not be able to go back to work until he was discharged from the factory. He also said that he would not be able to go back until he was discharged from the factory. Five months later, another Isorbea Air Boeing 737 aircraft crashed down from a height of 5,000 feet at a speed of 900 km per hour in the airfield of Kefauver. 157 people died. In fact, under the leadership of Boeing 737, Manatee did not choose to develop a new aircraft, but based on the original 737N, launched a new Boeing 737 MAX and A320neo, and promised 737 pilots not to change the 737 MAX during training. After the launch, the Boeing 737 MAX crashed down and caused a devastating blow to Boeing. By 2024, more than one-fourth of the world's passengers had 12 accidents. Under pressure, on March 25, Boeing President and CEO were affected by the crash. Boeing's stock price has recovered to $267 from the lowest point of $98. It can be said that this work has been done very well. However, it is not the same as Manatee. No matter how hard you look at it, there are still a lot of problems. For example, on March 5, the 737 MAX 9 of Alaska Airlines crashed down and left a big hole. This time, there is no way to fix it. At present, Boeing is still one of the most popular business managers in the world. But can they really solve Boeing's problems? This is the end of this episode. If you have any comments or need to be supplemented, please leave a message to us. If you haven't subscribed yet, please subscribe to our channel so you won't miss our other exciting programs.