In the aftermath of the tragic Alaska Airlines Flight 1282 accident on January 5, 2024, Boeing has taken extensive steps to reinforce its safety management systems and quality assurance protocols. Under intense scrutiny from the Federal Aviation Administration (FAA) and the Organization Designation Authorizations for Transport Airplanes Expert Review Panel (Expert Review Panel), the aerospace giant has developed a far-reaching plan to elevate safety standards across its production lines and supply chain. The 11-page comprehensive plan, submitted on May 30 in response to the FAA's 90-day deadline, aims to address not only the immediate shortcomings identified in the January incident but also broader, systemic issues that could impact long-term safety and quality.

The company revised build plans and enhanced maintenance planning and inspection criteria for critical components like the Mid-Exit Door (MED) plug, a focus of post-accident scrutiny. Additional controls were introduced at both Boeing's own facilities and those of suppliers, such as Spirit AeroSystems, to prevent defects and improve the overall quality of key structures.

In a bid to enhance communication and collaboration, Boeing hosted representatives from airline customers, particularly from the 737 program to review procedures and provide feedback. The company also appointed the recognized safety and quality leader, Admiral Kirkland Donald, U.S. Navy (Ret.), to independently assess Boeing's production system and implemented a revised management and salaried compensation model focused on quality and safety, with aligned key performance indicators across all programs.

At the heart of Boeing's renewed safety and quality strategy is the introduction of six Key Performance Indicators (KPIs) designed to provide real-time insights into the health of its production system. These metrics include factors such as:

• Employee Proficiency (measures the share of employees currently staffed to commercial programs who are proficient);

• Notice of Escape (NoE) Rework Hours (measures rework due to Fabrication and supplier-provided escapes to Final Assembly);

• Supplier Shortages (measures Fabrication and supplier shortages/day);

• Rework Hours per airplane (measures total rework hours per airplane in Final Assembly);

• Travelers at Factory Rollout (measures jobs traveling from Final Assembly); and

• Ticketing Performance (measures average escapes per ticketed airplane).

Each KPI also has associated control limits and defined criteria that will trigger corrective action and SMS risk monitoring. By closely monitoring these KPIs, Boeing intends to not only track immediate improvements but also assess the readiness of its systems for potential future increases in production rates.

These KPIs will allow Boeing to identify emerging risks early, enabling a proactive approach to addressing potential safety and quality hazards before they escalate. For instance, metrics like rework hours per airplane and supplier shortages will help pinpoint inefficiencies in production processes, facilitating prompt corrective action.

Boeing has made significant strides in developing an enterprise-wide Safety Management System (SMS) that integrates safety and quality across its operations. One of the company's key initiatives in this area is enhancing the "Speak Up" system, which allows employees to confidentially report safety or quality issues. Improvements to the reporting interface and additional employee training have already led to a 500% increase in submissions in early 2024 compared to the previous year.

Another critical focus area is reducing "traveled work," a situation where incomplete tasks move to the next stage of production. To combat this, Boeing has implemented a "move ready" process in its 737 program, ensuring that build milestones are completed before an aircraft moves to the next factory position. The process will soon be deployed across other programs, including the 787, 767, and 777.

Boeing's plan also emphasizes the need to streamline its complex web of quality processes and command media. With over 400 quality management system (QMS) command media in place, the company is working to eliminate redundancies and create a more user-friendly structure. A dedicated team is assessing these processes, with a particular focus on stamping, pickups, and removals, areas that have been identified as requiring simplification. This initiative aims to ensure that employees have a clear understanding of their responsibilities, ultimately leading to better execution of work instructions and improved safety outcomes.

Recognizing the critical role its supply chain plays in ensuring the safety and quality of its products, Boeing has launched several initiatives aimed at reducing defects from suppliers. The company is leveraging advanced data analytics to provide early warnings of potential supplier issues and is standardizing oversight actions to prioritize safety and quality. Furthermore, Boeing engages with its industry partners to drive dialogue and develop new industry standards to improve supplier performance.

Boeing is also overhauling its employee training programs to address the evolving challenges of a smaller workforce pool and high turnover. By the end of 2024, new employees will receive up to two additional weeks of foundational training, followed by structured on-the-job training. The company has already introduced over 300 hours of new coursework, focusing on safety culture, regulatory compliance, and critical production skills.

Boeing is also targeting key areas of production system compliance, including foreign object debris (FOD) control, tool control, and adherence to work instructions. By implementing enhanced daily reviews, audits, and corrective actions in these areas, the company aims to strengthen its overall production integrity.

Employee engagement is central to Boeing's efforts to foster a culture of safety and quality. Since the January 5 accident, Boeing has held 20 full-day quality stand-downs involving more than 70,000 employees across its major facilities. These stand-downs have generated thousands of suggestions for improving safety and quality, many of which have already been implemented.

In addition, Boeing is rolling out Employee Involvement Teams (EITs) to conduct weekly problem-solving sessions, with 300 teams operating across various programs. These teams are designed to empower employees to contribute directly to improving Boeing's production system, ensuring that safety and quality remain top priorities at every level of the organization.

Boeing is confident that its steps will meet regulatory expectations and drive significant improvements in safety, quality, and compliance across its operations. The company agrees with the findings and recommendations of the Expert Review Panel, and the company's detailed action plans and deliverables for each recommendation have been submitted to the FAA over the last two months. Boeing has already adopted some of the Panel's recommendations and is working on implementing the rest. In all cases, Boeing is confident that its actions to address the findings will enhance the company's safety culture, SMS, QMS, Organization Designation Authorization (ODA), and design practices