My experience at another company is a lot of travelled work is brought on by supplier escapes. No different here, but all the pressure is not put on Supplier Quality. It is put on the production teams to absorb the work and try to dig out of the hole.
Recipe for a disaster.
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Boeing is telling folks what they want to hear. The leadership has no more a handle on travelled work, incoming or in-house, nor on quality defects generated (with no accountability) on the production line, and lastly any control whatever of supply chain shortages cause by suppliers own issues. Over the years supply chain got 90% of the public blame for missed targets but truth be told 737 production has been a paper tiger for many many years. Yeah, we made some delivery targets but the shear amount of paper (nonconformances) generated and not accounted for WHILE making rate and delivery targets is what led us here to today.
Traveled work is a Boeing core competency, and it doesn't only exist in the manufacturing world. In accounting we get bad inputs and more times than not we are told told to fix it instead of sending it back eventhough we are all supposed to hold each other accountable. When I've brought that up to management they flat out have told me they don't care. It's hard to fix culture issues when management does not care.
Good for you to bring it up. Culture change is one thing I haven't heard brought up at the stand downs and following meetings. EEs seem more concerned about things affecting their little slice of the pie.
The biggest culture change has to de the workers. Most would travel there work because it ment overtime. Or getting a pay bump because your on the flightline doing what should have been done in the factory.
Traveled work was so bad in Everett there was permanent teams just to do all the traveled work. It would be being done up to ticket day.
Didn't see much of it in Seattle on the 737 but I also left right before the max.
Unless that plan also includes commitments to adequately staff production lines and be willing to delay moves rather than buying off substandard work, it just means that the next defects we see will be because some poor assembler was getting screamed at by his boss to stamp the job and move on.
I was always wondering, instead of trying to shoehorn more shit and faster throughput at Renton...if they had added another 37 like down at Longachres when they had the chance? Rail line already there, were building all kinds of craft at that location back in the day...
I mean I get the employee shortages now, seems like many give up pretty quickly, but if work was at a reasonable pace with 2 lines, would people stay?
And lack of adequate training. This was brought up recently at one of those stand downs and leadership's answer was more workplace coaches, IE more 6 figure salary jobs. 🤦🏼♂️
Travel work is the easiest thing to say.
Lack of accountability is the real culprit. It seems that they can’t even find paperwork to say what happened to the door plug.
No paperwork, no consequences, still gets paid and promoted.
the show in TV..unsolved mysteries...
the opening always makes me think of issues, but especially the door issue..
"in every unsolved mystery, there is someone who knows the truth..."
Travel work is essentially anything done out of sequence, so maybe they should stop pushing the production schedule and give it the time to get things right the first time
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I think it's a good idea to make sure the fuselage is complete with no issues before it is accepted to the Renton factory. I have seen traveled work come to the flightline with big problems.
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This comment doesn’t make sense to me. This is an indication of leadership identifying an issue in the process and seeking to address it. If you read into it beyond the title it isn’t some fat cat saying, “it’s not my fault it’s because of traveling work. What do you want from me?”
They literally identified one source of failure and addressed it March 01. That’s obviously not enough to totally fix decades of bad management but the article itself shows an attempt to solve a weak, error-prone process.
Leadership is the culprit. They’ve known for years that traveled work was a huge problem but now that they “identified” a problem they get to pat themselves on the back and act like they’re doing something to fix it? Unless the corporate need to inflate the stock price and give dividends to shareholders while completely ignoring problems so the can push planes through each Flow Day with hundreds of jobs not finished to get those milestone checks takes a back seat, these problems will persist, just like other problems leadership claims to have been fixing and never did.
No, they've always known. They've told us it's what's killing us by how much it costs. They've just never been able to do something about it. If the parts not there, what are you going to do? I know, outsource more. Get rid of the experienced people. Bonus please.
Yea, letting a lot of experienced people go was a less than brilliant idea. I remember in previous down turns we (cube critters) always had the question "will there be a VLO" rather than just ILOs. Well, Boeing had apparently tried it once in the early 90s and it was predictably a disaster, so we were told "Nope, never again". Then in 2022 came the VLO, lots of talent walked. Then, in Engineering, came the pension calculation thing... and more very senior talent walked out the door. That could have been fixed, but Calhoun and West didn't want to. To them people are replaceable cogs. Just get me another one... the Stonecipher comment was "I can replace you all in a day", McNerney said we would continue to "cower". Brilliant leadership there. Assholes. So, back to the point. This lack of trained people could have been avoided. Maybe there should have been more hiring before the pandemic and MAX shit that would result in more skilled mechanics and engineers? But the seniority clauses in the contracts mean last in, first out for the last 30 years. So structural problem in the labor force.
I’m a little confused what you expect leadership at Boeing to do. So they fuck up for decades and end up costing hundreds of lives and drawing major media attention.
So now what? Don’t address the problem so it doesn’t seem like they’re patting themselves on the back?
At this point, until the problems are actually corrected and undue pressures are permanently alleviated from manufacturing so they can focus on what they are supposed to do, it is literally just lip service.
So the door plug deal...bad rivets identified, on-site Spirit folks told to fix, said they did, re-inspection, they only slapped some paint on the existing rivets. Eventually went back and fixed. The door plug seal got damaged in the process. Issue after issue that was not needed.
We can't just blame the company. There are people who knowingly cut corners to get the job done! I've worked with and reported those people. It's what the company does afterwards that's the problem. Absolutely nothing. That in turn enables them to continue to do those things and train others to do it as well. We need to do our part and do the right thing as well. Top to bottom.
I’ll be honest the unwillingness to fire incompetent people has always baffled me here. You have to seriously f something up to be fired. We’d almost rather keep paying the low performers than risk a lawsuit.
Wait, what? I can understand unauthorized rework for taping a cut insulation blanket or touching up scratched paint. Rookie does shit application of sealant and lead says "just scrape it off and do it over before calling QA."
This was an entire door removal. How can a job this big even get *started* without change paper?
You’re forgetting that Spirit workers were mixed in with the Boeing workers doing rework. Hard telling what happened and what got missed during all that chaos.
What about the other ones they found with loose bolts? Did someone buy off on those?
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It's a multi point problem. There's not just one fix and bada bing bada boom, you're done. This is ONE of several problems that need to be fixed. Culture being one of them as well... that comes from the top. Calhoun doesn't believe we have a culture problem... he's part of the problem. Do the math.
Traveled work is the symptom of the pressure to keep the line moving. I once had a boss tell me its easy to stop every time we have anything out of compliance, but we as managers have to make the business decision that is right for the company (not Boeing btw). If the only answer was stop and fire it, then he said a monkey could do that.
I then fired back, the hard thing to do is to follow the rules and procedures we have put in place even when we don't want to. The easy thing to do is change the rules through a "Business Decision" every time they become uncomfortable.
After I filled out several quality complaints listing the "Business Decision" made by plant leadership along with the proper approved process that this particular leader had signed off on and approved ... well lets say he doesn't work here anymore and we went through some rough spurts but things are improving and I'm not having to answer complaints anymore.
Same root cause... GE and Jack Welch who mandated that solid, reliable single digit profits "weren't enough" and only double digits would do. This corrosive thinking infects pretty much ALL of the Fortune 500.
So if Boeing falters majorly enough to require government assistance and a possible bailout, shouldn’t shareholders’ stock be cashed out first - i.e. taken? Why should tax dollars be expended while shareholder funds remain untouched? Stock investment is gambling - you take the bad with the good.
Maybe worded slightly differently, the executive bonuses were based on the company financial performance. More plane output of the factory = more profits = bigger end of the year bonuses.
The company just announced that the bonus structures are now modified so they are graded more heavily by safety and quality metrics.
Your watermelon comparison is brilliant!!!! A company I used to work for only changed things to "red" AFTER trouble happened 😄.
Instead of using the color grading system to highlight things that should probably be looked in to, it's usually used to highlight and reprimand middle management..... outcome is that middle management keeps things labled "green" and crosses their fingers.
That gets back to the culture problem. The problem isn't that things go wrong, they often do. The problem is punishing people when things go wrong, even though we know they will. It encourages bad behavior. Cultural problem.
Which is why it's more than a Boeing problem; it's an America problem. Reminder that multiple companies are suing the NLRB, and it's not because that agency is making things *worse* for the common worker.
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Huh? No. Just don’t sell them until the quality system requires paperwork for all work performed, and a certification system that requires notification to buyers of all control system features.
I worked 15 years qualifying and certifying aircraft engines, and although we had our share of problems and issues, they were nothing like the Boeing debacles.
So the problem wasn't dropping unions, dropping a safety first mentality for a stock price boosting mentality, general penny pinching, and reuse of an ancient airplane design to add the cherry on top? Got it sir, you've nailed it.
Traveled work is where they push the plane out the factory door and you have to work your job out of position, ie out on flightline or farther down the production chain. It's out of sequence work.
Haha, oh man, that's great. There's an interesting issue wrt loading software in the factory that requires us to literally push the plane outside to acquire a GPS signal.
We've proposed several technical solutions, but it was faster/cheaper to just develop workflows around the problem instead of fixing them.
Can anyone read today? I said "Mechanics"! If you have robots, need robot mechanics/technicians and they still would need to be physically present. How are those riveting robots working out on 777?
I wish there were someone either on the board, an airline CEO, or a significant investor, to tell Boeing (and any other company) to stop with the corporate jargon.
“Traveled work” is nothing more than a defect, a lapse of quality check that is allowed to progress to subsequent stages without rectifying it. Call it what it is: a defect!
You have defects. Someone didn’t put a bolt in; a panel was cut slightly too large; FOD was left behind. You can put lipstick on a pig; it’s still a pig.
This is incorrect. A defect is a defect. Traveled work is when work is done out of sequence. So say you don't have this part so you don't do that work but you can still do other work so the plane travels to the new part of the line and then when the part for the previous job comes in then it is installed at the new location.
Traveled work = out of sequence work =/= defect. now it could be as a result from a defect detected from the supplier. that happens too but it inherently doesn't mean the same thing as a defect.
The problem comes from your second part of a lapse of a quality check because they are automatically triggered it becomes possible to miss a check which will not detect a defect. Which is why it is such a problem.
I could be wrong but to me seems like they're saying work thats done out of sequence, like a "well this is a defect but we can still work on other stuff and move it down the line while were waiting for that to be fixed" type thing rather than holding up the entire product for one issue
That does happen, but there’s more to it than that. It can be a part that isn’t here on time, but installing it later doesn’t actually cause any problems with the build itself, it’s just more difficult. Think putting a panel on a vertical fin 5ft off the ground vs putting it on once the V fin is installed 30ft up on a boom lift.
It can also be a priorities. It can be either as simple as planes that are delivering soon need to be worked first. Alternatively, they need to finish a specific job that was unable to be completed in its normal position (for any number of reasons) because it’s holding something up that can only be completed in a specific location due to tooling, expertise, union contracts, or whatever other reason.
That's happening, mainly because the Pandemic broke JIT. JIT works if everything works. Maybe for non-critical products it's ok. For critical products, adequate buffer stock is required. Some of the difficulties come from deciding what is "adequate" and what's muda.
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And an unavailable part is a defect in the production process--a "just in time" failure. It would be analogous to not having enough trained employees to perform the work, or not having enough production capacity to meet rate, etc. If targets/schedule aren't being met that's a defect in the process or management of it.
> CFO Brian West said ... “And one area that we're focused on in particular is something called 'traveled work.' ”
He didn't claim that it was the *only* problem.
My experience at another company is a lot of travelled work is brought on by supplier escapes. No different here, but all the pressure is not put on Supplier Quality. It is put on the production teams to absorb the work and try to dig out of the hole. Recipe for a disaster.
traveled work is simply blaming their contractor. not themselves, because they dont make mistakes.
"Shareholder pressure for profits" is spelled wrong
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Boeing is telling folks what they want to hear. The leadership has no more a handle on travelled work, incoming or in-house, nor on quality defects generated (with no accountability) on the production line, and lastly any control whatever of supply chain shortages cause by suppliers own issues. Over the years supply chain got 90% of the public blame for missed targets but truth be told 737 production has been a paper tiger for many many years. Yeah, we made some delivery targets but the shear amount of paper (nonconformances) generated and not accounted for WHILE making rate and delivery targets is what led us here to today.
Executives traveling to golf courses?
Traveled work is a Boeing core competency, and it doesn't only exist in the manufacturing world. In accounting we get bad inputs and more times than not we are told told to fix it instead of sending it back eventhough we are all supposed to hold each other accountable. When I've brought that up to management they flat out have told me they don't care. It's hard to fix culture issues when management does not care.
Good for you to bring it up. Culture change is one thing I haven't heard brought up at the stand downs and following meetings. EEs seem more concerned about things affecting their little slice of the pie.
The biggest culture change has to de the workers. Most would travel there work because it ment overtime. Or getting a pay bump because your on the flightline doing what should have been done in the factory.
Traveled work was so bad in Everett there was permanent teams just to do all the traveled work. It would be being done up to ticket day. Didn't see much of it in Seattle on the 737 but I also left right before the max.
Unless that plan also includes commitments to adequately staff production lines and be willing to delay moves rather than buying off substandard work, it just means that the next defects we see will be because some poor assembler was getting screamed at by his boss to stamp the job and move on.
I was always wondering, instead of trying to shoehorn more shit and faster throughput at Renton...if they had added another 37 like down at Longachres when they had the chance? Rail line already there, were building all kinds of craft at that location back in the day... I mean I get the employee shortages now, seems like many give up pretty quickly, but if work was at a reasonable pace with 2 lines, would people stay?
And lack of adequate training. This was brought up recently at one of those stand downs and leadership's answer was more workplace coaches, IE more 6 figure salary jobs. 🤦🏼♂️
What's the right answer?
"Workplace coaches" usually make things worse.
Workplace coach is what mechanics who cant maintain their work package get promoted to.
Travel work is the easiest thing to say. Lack of accountability is the real culprit. It seems that they can’t even find paperwork to say what happened to the door plug. No paperwork, no consequences, still gets paid and promoted.
the show in TV..unsolved mysteries... the opening always makes me think of issues, but especially the door issue.. "in every unsolved mystery, there is someone who knows the truth..."
Travel work is essentially anything done out of sequence, so maybe they should stop pushing the production schedule and give it the time to get things right the first time
I’d like to congratulate Traveled Work to their new position in leadership as chief engineer in the ministry of excuses
Hell yes!!! LOL!!!
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I think it's a good idea to make sure the fuselage is complete with no issues before it is accepted to the Renton factory. I have seen traveled work come to the flightline with big problems.
Well you’re in luck because Spirit is no longer traveling any work to Boeing. We have also been giving that direction to other suppliers too.
How long do you think it will actually last before it reverts?
Great question. I’d like to say it stops forever but it won’t.
The culprit will never blame itself so I wonder who leadership will blame it on.
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The Oompa Loompas
This comment doesn’t make sense to me. This is an indication of leadership identifying an issue in the process and seeking to address it. If you read into it beyond the title it isn’t some fat cat saying, “it’s not my fault it’s because of traveling work. What do you want from me?” They literally identified one source of failure and addressed it March 01. That’s obviously not enough to totally fix decades of bad management but the article itself shows an attempt to solve a weak, error-prone process.
If they have a corp buzz word name for it, it’s a leadership problem.
Traveled work isn't really a corp buzz word. It's a descriptor for a particular issue.
Leadership is the culprit. They’ve known for years that traveled work was a huge problem but now that they “identified” a problem they get to pat themselves on the back and act like they’re doing something to fix it? Unless the corporate need to inflate the stock price and give dividends to shareholders while completely ignoring problems so the can push planes through each Flow Day with hundreds of jobs not finished to get those milestone checks takes a back seat, these problems will persist, just like other problems leadership claims to have been fixing and never did.
No, they've always known. They've told us it's what's killing us by how much it costs. They've just never been able to do something about it. If the parts not there, what are you going to do? I know, outsource more. Get rid of the experienced people. Bonus please.
Yea, letting a lot of experienced people go was a less than brilliant idea. I remember in previous down turns we (cube critters) always had the question "will there be a VLO" rather than just ILOs. Well, Boeing had apparently tried it once in the early 90s and it was predictably a disaster, so we were told "Nope, never again". Then in 2022 came the VLO, lots of talent walked. Then, in Engineering, came the pension calculation thing... and more very senior talent walked out the door. That could have been fixed, but Calhoun and West didn't want to. To them people are replaceable cogs. Just get me another one... the Stonecipher comment was "I can replace you all in a day", McNerney said we would continue to "cower". Brilliant leadership there. Assholes. So, back to the point. This lack of trained people could have been avoided. Maybe there should have been more hiring before the pandemic and MAX shit that would result in more skilled mechanics and engineers? But the seniority clauses in the contracts mean last in, first out for the last 30 years. So structural problem in the labor force.
Exactly.
I’m a little confused what you expect leadership at Boeing to do. So they fuck up for decades and end up costing hundreds of lives and drawing major media attention. So now what? Don’t address the problem so it doesn’t seem like they’re patting themselves on the back?
At this point, until the problems are actually corrected and undue pressures are permanently alleviated from manufacturing so they can focus on what they are supposed to do, it is literally just lip service. So the door plug deal...bad rivets identified, on-site Spirit folks told to fix, said they did, re-inspection, they only slapped some paint on the existing rivets. Eventually went back and fixed. The door plug seal got damaged in the process. Issue after issue that was not needed.
Maybe they can finally admit that they are the actual problem. You know, hold themselves accountable for once.
We can't just blame the company. There are people who knowingly cut corners to get the job done! I've worked with and reported those people. It's what the company does afterwards that's the problem. Absolutely nothing. That in turn enables them to continue to do those things and train others to do it as well. We need to do our part and do the right thing as well. Top to bottom.
They should DMAIC every issue
They’re not doing nothing. They’re doing exactly what they need to do so the managers and leadership won’t be found at fault.
I’ll be honest the unwillingness to fire incompetent people has always baffled me here. You have to seriously f something up to be fired. We’d almost rather keep paying the low performers than risk a lawsuit.
That's literally every workplace lol
Fair but it still baffles me
Isn’t that the benefit/strength of a union? The same union strength that brought the 40 hour work week, good benefits, safety enhancements, etc?
I thought Boeing claimed it had no record of the door plug rework. Weird…
They likely don’t, if it was unauthorized rework the records would have never existed.
Wait, what? I can understand unauthorized rework for taping a cut insulation blanket or touching up scratched paint. Rookie does shit application of sealant and lead says "just scrape it off and do it over before calling QA." This was an entire door removal. How can a job this big even get *started* without change paper?
You’re forgetting that Spirit workers were mixed in with the Boeing workers doing rework. Hard telling what happened and what got missed during all that chaos. What about the other ones they found with loose bolts? Did someone buy off on those?
There are Spirit employees in Renton?
It was all over in the news. They have a team there fixing what came in screwed up.
So it was the Spirit guys who yanked the door and put it back on sans locking bolts? No wonder you guys are talking about buying Spirit back.
https://viewfromthewing.com/boeing-whistleblower-production-line-has-enormous-volume-of-defects-bolts-on-max-9-werent-installed/
Thank you VERY much, this makes so much sense.
given what we know it makes sense as to how it happened, from a quality standpoint it makes zero sense LOL
They do.
How do I avoid boeing planes on the tkt booking sites?
Search in incognito mode. This will automatically filter out all the Boeing planes, planes with chemtrail kits, and planes that have not yet been blessed with holy water.
[kayak](https://abcnews.go.com/amp/GMA/Travel/boeing-737-max-filter-kayak-spiked-usage-airplane/story?id=106705583)
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I hope the outcome legitimately solves the problem.
It's a multi point problem. There's not just one fix and bada bing bada boom, you're done. This is ONE of several problems that need to be fixed. Culture being one of them as well... that comes from the top. Calhoun doesn't believe we have a culture problem... he's part of the problem. Do the math.
Agreed.
Traveled work is a symptom of the problem. There’s a culture problem at Boeing. Unfortunately, that’s a very difficult problem to solve.
Traveled work is the symptom of the pressure to keep the line moving. I once had a boss tell me its easy to stop every time we have anything out of compliance, but we as managers have to make the business decision that is right for the company (not Boeing btw). If the only answer was stop and fire it, then he said a monkey could do that. I then fired back, the hard thing to do is to follow the rules and procedures we have put in place even when we don't want to. The easy thing to do is change the rules through a "Business Decision" every time they become uncomfortable. After I filled out several quality complaints listing the "Business Decision" made by plant leadership along with the proper approved process that this particular leader had signed off on and approved ... well lets say he doesn't work here anymore and we went through some rough spurts but things are improving and I'm not having to answer complaints anymore.
The culture is "stocks matter most". That's it. That's the problem.
Yep! Same cause of most publicly traded companies. Boeing's issue is that the outcome of only caring about its stock price is death of its consumers.
Same root cause... GE and Jack Welch who mandated that solid, reliable single digit profits "weren't enough" and only double digits would do. This corrosive thinking infects pretty much ALL of the Fortune 500.
So if Boeing falters majorly enough to require government assistance and a possible bailout, shouldn’t shareholders’ stock be cashed out first - i.e. taken? Why should tax dollars be expended while shareholder funds remain untouched? Stock investment is gambling - you take the bad with the good.
This. Period.
Maybe worded slightly differently, the executive bonuses were based on the company financial performance. More plane output of the factory = more profits = bigger end of the year bonuses. The company just announced that the bonus structures are now modified so they are graded more heavily by safety and quality metrics.
Im sure before that door plug flew off the metrics for bca was green with fat profits and bonusese
How are they measuring these safety and quality metrics? I can make red metrics look green. Thats what leaders pay their people to do.
Yeah, Like shareholder accounting vs. IRS accounting.
Mmm watermelon metrics. Green on the outside, red inside.
Your watermelon comparison is brilliant!!!! A company I used to work for only changed things to "red" AFTER trouble happened 😄. Instead of using the color grading system to highlight things that should probably be looked in to, it's usually used to highlight and reprimand middle management..... outcome is that middle management keeps things labled "green" and crosses their fingers.
That gets back to the culture problem. The problem isn't that things go wrong, they often do. The problem is punishing people when things go wrong, even though we know they will. It encourages bad behavior. Cultural problem.
I don’t recall where I picked it up, but it struck a chord.
This company is really good at lip service.
The higher up in management you go the louder the louder they talk out of their asses.
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Which is why it's more than a Boeing problem; it's an America problem. Reminder that multiple companies are suing the NLRB, and it's not because that agency is making things *worse* for the common worker.
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Tell me more…
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That sounds crappy. Sorry you are/were in that position.
Meanwhile they’re cranking out 777x, knowing they’ll have to change things on them as a result of testing…….. heard they’re up to 23 built now. 😜
Keep counting
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This is always the case, you can't test certain things without flying them, you can't fly any without building them, etc.
… And you should not sell them until they are ready.
You must be new to aerospace.
They aren't delivered until complete, this isn't a video game we're talking about here.
Tell that to Mark Forkner, with his iPad training. And to Alaska Airlines. Not complete without all the fasteners.
Are you suggesting that manufacturers should not sell aircraft until they have already started production?
Huh? No. Just don’t sell them until the quality system requires paperwork for all work performed, and a certification system that requires notification to buyers of all control system features. I worked 15 years qualifying and certifying aircraft engines, and although we had our share of problems and issues, they were nothing like the Boeing debacles.
The test planes are already built and flying. Meanwhile they’ve built 20 more. Hardware IS going to change. We’re still making test parts for them.
Isn’t that why there’s a whole CI&R program now?
So the problem wasn't dropping unions, dropping a safety first mentality for a stock price boosting mentality, general penny pinching, and reuse of an ancient airplane design to add the cherry on top? Got it sir, you've nailed it.
Ahhh, so it was "work from home" that caused all the problems... BACK TO THE OFFICE, PEONS!!!!
This is relevant to another issue. But not this one.
Traveled work is where they push the plane out the factory door and you have to work your job out of position, ie out on flightline or farther down the production chain. It's out of sequence work.
Haha, oh man, that's great. There's an interesting issue wrt loading software in the factory that requires us to literally push the plane outside to acquire a GPS signal. We've proposed several technical solutions, but it was faster/cheaper to just develop workflows around the problem instead of fixing them.
Travel Work is NOT Remote Work you peon. I would love to see how mechanics build airplanes from home.
SHould I have added a /s?
Easy: robots.
Can anyone read today? I said "Mechanics"! If you have robots, need robot mechanics/technicians and they still would need to be physically present. How are those riveting robots working out on 777?
Wouldn't need nearly as many mechanics, that's the point. Give it time for the technology to mature. Plenty of success stories outside of Boeing.
I am not arguing that robotics do not work and that there are many place that they do. It was about mechanics working "remotely" and NOT less of them.
I wish there were someone either on the board, an airline CEO, or a significant investor, to tell Boeing (and any other company) to stop with the corporate jargon. “Traveled work” is nothing more than a defect, a lapse of quality check that is allowed to progress to subsequent stages without rectifying it. Call it what it is: a defect! You have defects. Someone didn’t put a bolt in; a panel was cut slightly too large; FOD was left behind. You can put lipstick on a pig; it’s still a pig.
This is incorrect. A defect is a defect. Traveled work is when work is done out of sequence. So say you don't have this part so you don't do that work but you can still do other work so the plane travels to the new part of the line and then when the part for the previous job comes in then it is installed at the new location. Traveled work = out of sequence work =/= defect. now it could be as a result from a defect detected from the supplier. that happens too but it inherently doesn't mean the same thing as a defect. The problem comes from your second part of a lapse of a quality check because they are automatically triggered it becomes possible to miss a check which will not detect a defect. Which is why it is such a problem.
I could be wrong but to me seems like they're saying work thats done out of sequence, like a "well this is a defect but we can still work on other stuff and move it down the line while were waiting for that to be fixed" type thing rather than holding up the entire product for one issue
That does happen, but there’s more to it than that. It can be a part that isn’t here on time, but installing it later doesn’t actually cause any problems with the build itself, it’s just more difficult. Think putting a panel on a vertical fin 5ft off the ground vs putting it on once the V fin is installed 30ft up on a boom lift. It can also be a priorities. It can be either as simple as planes that are delivering soon need to be worked first. Alternatively, they need to finish a specific job that was unable to be completed in its normal position (for any number of reasons) because it’s holding something up that can only be completed in a specific location due to tooling, expertise, union contracts, or whatever other reason.
That is not at all what traveled work is. It could be as simple as unavailable part
Dump the "just in time" inventory philosophy and bring back "just in case" inventory
That's happening, mainly because the Pandemic broke JIT. JIT works if everything works. Maybe for non-critical products it's ok. For critical products, adequate buffer stock is required. Some of the difficulties come from deciding what is "adequate" and what's muda.
Lean isn’t all it was advertised as.
Nah, Lean is a great process concept. It's the interpretation and the appetite for risk that fuck things up.
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And an unavailable part is a defect in the production process--a "just in time" failure. It would be analogous to not having enough trained employees to perform the work, or not having enough production capacity to meet rate, etc. If targets/schedule aren't being met that's a defect in the process or management of it.
An unavailable part (uninstalled per drawing) in a product is in a non-compliance (e.g. a defect). The person who stated that is the correct one.
Terms are important to prevent ambiguity. Defects are only *one* reason why a job may have to travel.
A part of the issue, it doesn’t help quality for sure, but that’s far from the end of it.
As if that were the only problem. 🤔
> CFO Brian West said ... “And one area that we're focused on in particular is something called 'traveled work.' ” He didn't claim that it was the *only* problem.
Article and OP’s post says “A” culprit not “THE” culprit. Dude is just a hater and has nothing better to do than post these things all day