A recent incident on an Alaska Airlines flight has exposed a critical vulnerability within Boeing's production process: the prevalence of "traveled work." This refers to situations where crucial repairs or installations on aircraft are completed out of sequence, away from designated workstations.
Months before a mid-flight scare involving a gaping hole in a Boeing 737, the aircraft spent an alarming 19 days traversing the assembly line with faulty rivets in desperate need of repair. Workers initially identified the defective parts upon the fuselage's arrival, but a crucial misstep occurred – the fix wasn't prioritized. This lapse in judgment sent the 737 on a potentially disastrous journey down the line.
When crews finally addressed the faulty rivets, another critical error emerged. Four essential bolts on a crucial plug door, opened to facilitate the repair, remained tragically unreplaced. This oversight culminated in the harrowing Alaska Airlines incident on January 5th, raising serious concerns about Boeing's production protocols.
Boeing acknowledges the inherent dangers of "traveled work," a term readily understood by its production line employees. CEO Dave Calhoun, in a recent address, emphasized its role in creating "opportunities for failure." Investigations by both Boeing and federal authorities confirm this practice as a significant liability when it comes to airplane safety. Concerns regarding traveled work consistently rank high on employee feedback forms, highlighting its pervasiveness and its potential to compromise safety.
This isn't the first time Boeing has attempted to eradicate "traveled work." Four years ago, following the tragic MAX crashes, the company established five core values centered on enhanced safety. Eliminating traveled work stood as the third pillar of this initiative. However, the allure of expediency appears to have trumped safety measures on multiple occasions.
The meticulous assembly process of a Boeing aircraft thrives on order. Each plane meticulously progresses through designated stations, where crews specialize in specific tasks. These stations boast the necessary tooling, platforms, and trained personnel to execute their designated roles. Ideally, planes advance to the next station every 24 hours. However, the absence of a critical part can disrupt this well-oiled machine.
The pressure to maintain production flow often leads to a risky solution – moving the incomplete aircraft forward. This disrupts the intended sequence, forcing the missing part or repair to be addressed "down the line." In some instances, these repairs aren't completed until the plane reaches the flight line, a holding area outside the factory.
Shifting repairs away from designated workstations creates a cascade of problems. The necessary tools might not be readily available, forcing workers to waste time retrieving essential equipment. Additionally, the alternative workstations might not be ergonomically designed for the specific repair, introducing unforeseen safety hazards.
Union representatives, like Jon Holden, president of a chapter representing Boeing workers, highlight the detrimental impact of traveled work on both safety and worker well-being. He emphasizes the increased risk for mistakes and the ergonomic challenges posed by makeshift repair stations.
Eliminating traveled work entirely presents a unique challenge. It's a double-edged sword – a crucial safety measure that can potentially slow down production. Keeping the assembly line moving, even with missing parts, is often seen as a way to avoid costly delays.
The past year has seen Boeing grapple with immense pressure to maintain production output. Airlines, desperate to meet the surge in post-pandemic travel demand, faced a Boeing supply chain still recovering from pandemic shutdowns and the grounding of the MAX jets. Further complicating matters were quality issues at Spirit AeroSystems, a major supplier whose defective fuselages added another layer of complexity to the assembly process.
Boeing's recent decision to refuse deliveries of incomplete parts from Spirit represents a potential turning point. This prioritization of quality, while likely slowing down production in the short term, offers an opportunity to address the backlog of unfinished jobs and prioritize long-term safety.
The Alaska Airlines incident serves as a stark reminder of the critical need for a multi-pronged approach to eliminate "traveled work" and prioritize safety within Boeing's production process. Here are some potential solutions:
Investing in a Robust Supply Chain: Strengthening partnerships with suppliers like Spirit AeroSystems to ensure consistent quality control and on-time deliveries will minimize disruptions and the need for "traveled work."
Enhancing Communication and Planning: Fostering better communication between production line workers, engineers, and management can help identify potential part shortages and proactively address them before they disrupt the assembly sequence.
Prioritizing Long-Term Safety Over Short-Term Gains: Shifting the focus from production speed to long-term safety by incentivizing quality work and penalizing shortcuts will encourage a cultural shift within the company.
Investing in Advanced Technology: Implementing sophisticated production tracking software and utilizing automation where feasible can help streamline the assembly process, minimize human error, and identify potential issues before they escalate.
Empowering the Workforce: Encouraging open communication from workers about safety concerns and actively seeking their feedback on process improvements will create a more collaborative environment and empower employees to prioritize safety.
This incident has sparked a crucial conversation about prioritizing safety in aircraft manufacturing. By implementing these solutions, Boeing, along with regulatory agencies and its workforce, can work collectively to ensure that every plane that takes to the skies is meticulously assembled and meticulously safe.
The flying public deserves the utmost confidence in the airworthiness of their aircraft. Boeing's commitment to eliminating "traveled work" and embracing a safety-centric culture will be a testament to its dedication to regaining that trust.
