Below is a link which will help
those entering summer with a reading report: The KC-46 has spent its time
upfront and has little or no time to get it right before production authorization
is achieved.
Airbus is having a cold shower in the first quarter 2016. It booked only a
net of 10 Orders.
Net ordered per Airbus Reporting:
.
Orders of note is the usual
activity when upgrading already formerly placed classic orders and turning them into Neo orders having a net some gain of zero on the order book when making those types of order book upgrades. Otherwise, those order transactions occurred when
transferring placed CEO orders and converting it to NEO orders. The first quarter 2016 single aisle order totals results ina net of -1.
The duo
aisle class once again show a net increase of eleven A330's as a result of a customer upgrading its original order from a prior period of seven A330-300 CEO's and changing it into seven A330-800 NEO's. Thus affecting the order book for a net
of zero gain within that order classification. In all, only anet elevenA330's were added to the Airbus book during 1st Q-2016.
A
cancellation of two A380's were withdrawn from the Airbus order book and it added two on
the same day. This transaction could be considered a book adjustment from changing customers
in the build queue. It maybe the Air Austral deletion and Emirates addition
netting zero.
Final
Airbus book increase is Net 10!
Final Boeing book increase is net 122!
Perhaps Airbus is seeking out an oversize potato when expressing itself for second quarter 2016.
The Boeing 747-(8?), now has nine
lives. For more unidentified orders were placed and one can assume it's from
one customer who may have a penchant for freight. However, an unannounced
caveat could suggest a commercial passenger intrigue holding some reservations
for the imagination. The venerable 747-8 is out pacing Airbus in orders for the
class of behemoth type orders during 2016. No A380's are yet told. The onset of
the 777-9X is the death of the Euro Jumbo as the 747 seeks its own niche before
customers stop looking for a way for making large frame money.
The 747
has significantly tapped the freight genre for staying alive. So I will assume
it was a freight order, as the A380 won't be a freight hauler loading space shuttle
like freight consignments which goes to the Queen of the skies. A shock would be a
passenger order for this type. But Boeing needs 747-8's like a glass of water
is needed on the Sahara. Simile and metaphors alone can't revive the 747
program but every order from this point forward is a program shock to its
heart. The A380 flat line is pending which is not a good sine wave for any
program.
Boeing since it realized a model
gaff when it came late to the market with the 737 Max now beginning to catch
the, Airbus swagger. An important Airbus note, it has delivered the NEO. The
Max is about a year away and is filling NG orders like it was 2011. Boeing is
already outputting Airbus at a consistent production pace during the first
quarter of 2016. Airbus is late showing its first quarter numbers and no wonder
as Boeing turns a production and a order corner as it already leads Airbus on
both counts so far in 2016.
My own
reason suggests the early to market NEO has lost its potential backlog energy
as its customers are firm with the NEO and does not need the Airbus A320-CEO as
arrivals of the NEO is the prime consideration of the day for all its single aisle customers. If the Max is truly the superior single Aisle a change will occur this year for the single aisle dichotomy of orders. The Max and NG will close the competitive gap with Airbus.
Further
is the sluggish start of the A350 delivery cycle. It’s already into a delivery cycle of 16 months with only one A350-900 delivered to date in 2016.
Remember the Seven Late Seven and all the complaints during the first 16
months. Boeing did better than Airbus during its first 16 months with having a
more complex aircraft then the A350-900. Boeing flat out, out produced and delivered
49 of the 787 in the same first 16 months as compared with Airbus which only made
about 16 A350-900's during its first 16 months of its production.
It has
been mentioned before in a Winging It feature blog and it bears another take.
Even with the grounding of the 787 during 2013 where for about 100 days no
787's were delivered, it will overcome any Airbus charge into the market.
Boeing kept making the 787 during the battery groundings and then delivered it in multiples
of 787’s after the battery solution was followed by FAA approval for that problem.
During December 2018, Airbus will reach a thirty-six month production milestone assuming
not having any Boeing like problems, it will also have little too few
additional orders for its type. In Fact the A350 family has only sold a handful
of A350's over the last 24 months where Boeing has sold about 149, 787’s in the
last two years (or 24 months to date). There is little cheer going on in
Toulouse these days. The A350 is withering under Boeing's orders and delivery,
demonstrating the imminent success of the Dreamliner.
The
Airbus Corporation (EADS) has received a negative (36) orders in the last 24
months. Dropping its book total from 812 to 777. Combining its 16 deliveries in
16 months, it drops the Airbus backlog to 762 as compared with Boeing's total
backlog of 746 while coming down from its 1,139 total orders. The case has been
made and it’s apparent, Airbus is having some bad board meeting days without an
apparent solution for its 787 problem, After all its billions spent and hype
given on the behalf of the A350, it is now crumbling before the order book view
as Boeing keeps outpacing the A350 on both orders and deliveries fronts. In fact, the Boeing order book is positioned for more timely orders than even Airbus can hope to deliver.
The full
report can be downloaded at the bottom of the initial article linked above by giving
your email address and Name. It’s worth the access and a "save" to
your hard drive.
Having an
overarching long view of the F-35 gives the reader a backdrop for understanding
the F-35 is just taking its baby steps and any fault encountered is part of the
build process. The F-35 will make a quantum leap during 2016 for its initial
deployment.
KLM has announced its first 787 flight to San Francisco from Amsterdam this summer. In tribute to this
auspicious and joint effort occasion. People break out in song from the Haight
Asbury district clear to the Amsterdam's walk about. They all will be flying high
over the announcement.
Amsterdam has its lights too and they aren't always white Neon
California, here I come Right back where I started from Where bowers and flowers bloom in the sun Each morning at dawning birdies sing and everything A sun kissed miss said, "Don't be late" That's why I can hardly wait So open up those Golden Gate California, here I come
Fungible is not a term used for
people but for liquid assets sometimes found in an oil pipeline. A barrel of oil found
in a New Jersey pipeline is also a barrel of oil found in a company's portfolio for its nation-wide barrels of oil positioned for trading purposes. Has Boeing's workforce become
a commodity where 4,000 to 8,000 employees are released from its system as working units in some sort of fungible manner?
Boeing
needs to reduce its workforce footprint and still make guidance for its
stockholders and achieve lofty goals needed in its airplane ware with Airbus. A
8,000 workforce reduction is a 10% sock in the gut for those whom are loyal to
the cause of airplane building. Next workforce unit up in this case. Trimming
the fat is a Boeing battle cry, and full steam ahead with less. The President
of Boeing did not explain well what all this meant leaving the likes of this
blogger with an attempt at better understanding the nature of it all regarding
business at hand.
The storm
swirls with airplane costs, workforce fat when competing with Airbus pricing in
the market place. Long gone are the statements referring “bang for the
buck" or "added value". Boeing is just dumping its fungible
workforce. Most people don't even know what I'm talking about and that's just
fine, but you need to use the word fungible in a sentence today as if you know
something when impressing your friends with business school like acumen.
Going a
little deeper on this subject requires a further imagination for what is
occurring with Boeing in the workforce reduction announcement. It isn't from a
thin backlog nor is it from a bad sales year coming up. The real cause for
fungible workforce reduction companywide is the buildup problem occurring
several years back. A time was occurring where Boeing was not meeting its
objectives in a timely manner. It was smarting over the three years late
reputation so Boeing hired more people to throw on the fire of progress for its
multi-layered programs. Boeing had bit off more than it could chew in anyone
program.
The KC-46
problems are in the cusps of finding whether it will be allowed its first
initial production run this year. It has problems too, but not insurmountable
by any means it just needs more hours of tinkering.
·Boeing is
building a building for building an Airplane for which is not ready yet, the
777X.
·Boeing is
building an airplane for which contains an X factor in the single aisle Max
realm.
·Boeing
has just started building a perfect 10 machine in Charleston, SC.
·Boeing
has just announced 4,000 people will leave in this perfect industrial storm?
It
doesn't pass the smell test of reducing cost for the purpose of competitive
pricing against Airbus. Fickle customers who buy aircraft at a clip of $100
million a unit, do look at the price factor. The price factor becomes more fickle
if all things are equal in what is purchased. In Boeing's case it claims
superiority over the other, but it has to lower its selling price at the
expense of furloughing workers.
The
answer to all this confusion comes from analogy. In the cruise ship industry
seasons affect the critical assets, the cruise ship itself. Boeing is in such a
season where its workforce needs repositioning from one ocean to another to
capitalize opportunity. Workforce build-ups in one area will reposition to
another. Having this flexibility will cost Boeing employees up to 8,000 jobs in
the next year while other programs will receive just in time human resources in
another part of production cycle, as if it were a fungible matter.
The
prediction forthcoming and concerning lost Boeing manpower:
"it will need
workers sooner rather than later in other projects it even has already started
or made the commitment".
It can make a shift of its "too many workers" in
one area where production costs are affecting the market. The downgrade of
employee numbers is housekeeping which allows future absorption for the day where a further 8,000 workers are required
and repositioned for its various programs. However for the 8,000 today it doesn't pay the rent.
Matt Damon is making a movie in Toronto.
"Downsizing" is the theme and title. Norwegian Airlines is the cargo
holder for the props. A picture is worth a thousand words becomes the cliche.
SoNorwegian Airphotographs the freight event
promoting its cargo service. In doing so, a bystander obtains the scope and
scale of the 787 aircraft unless a traveler has already flown the 787 from the
ground up. The electric cars come from Norway along with electric bicycles
stored onboard.
What I wanted for Christmas came late. An inside scoop Aboard the Zumwalt. Note that Port is on the left side of the ship facing forward and Starboard is right side facing the Bow (Frontward). My navy ends at these position recognition. However, walking the ship in pictures is the feature below. It's all an inside operation. The external deck is as functional as a submarine's exterior deck. It all happens under the Zumwalt's skin.
ABOARD THE DESTROYER ZUMWALT — “All ahead one third on the starboard shaft.” The order was called out by the Bath Iron Works (BIW) conning officer, clearly heard in the hushed atmosphere of the pilot house. The bridge was dark except for the dim glow of flat-panel displays as the 16,000-ton destroyer moved away from the Portland, Maine, pier.
Perhaps 30 people were crowded into space. The navigating team was led by Captain Earl Walker, the shipyard’s longtime chief pilot, and all the controls were manned by civilian engineers and shipbuilders working for BIW, which owns the Zumwalt until it is formally handed over this spring to the US Navy. Other engineers — from the shipyard, Raytheon, and other manufacturers — looked over the operators’ shoulders.
Unusually for a ship on builder’s trials, the civilians were joined by about 130 members of the destroyer’s US Navy crew, on board to get their first chance to sit down and operate the ship that later this year they will call home.
This was the third night out for the Zumwalt on its second series of builder’s sea trials, the first “alpha” trials having been carried out in early December. The ship, which will eventually go to sea with a crew of 147, was carrying 388 souls, one of the highest numbers Zumwalt likely will ever carry during a planned service life of about 40 years.
The 610-foot-long destroyer moved out slowly from the pier, making a sharp left turn, then a right to come into the channel. As it moved out of Casco Bay into the Atlantic, a slight sea was running, enough to throw spray from its sharp, wave-piercing prow and occasionally spit on the bridge. A slight glow in the darkness ahead belied the white running light on the Zumwalt’s bow — a change from the mast position required on other ships because the destroyer’s stealthy design leaves nowhere else to put it.
Accompanying the Zumwalt was the small US Coast Guard cutter Moray. Coasties regularly escort warships in US coastal waters for security, but the Moray also carried a team from the Naval Sea Systems Command using a variety of instruments to measure the Zumwalt’s signatures. Checking out the ship’s stealth qualities is as much a factor as making sure the ship’s engines work properly. The stealth features are effective — the Zumwalt is very difficult to detect on radar. For safety, reflectors are temporarily rigged in the halyards so other ships can see the destroyer.
The Zumwalt’s stark, angular profile is unlike any other ship on the seas, the epitome of stealth design that seeks to minimize radar cross-sections (RCS) and heat and emissions signatures across visual, physical and electronic spectra. The decks are not designed for people to be out and about, and all the usual topside ephemera is either recessed or moved inside the ship.
The only objects protruding above the flat foredeck are the huge enclosures for the two 155mm guns of the advanced gun system (AGS), the largest naval guns installed as standard equipment to go to sea in decades. Ranged along the sides of the ship on the foredeck and along the flight deck aft are 80 missile cells in a new arrangement intended to use the blast shields of the cells to protect the ship, and keep the centerline free for the gun system. No railings or lifelines are visible, although stanchions can be rigged manually when in port. Those venturing out on deck must latch on to a safety line.
The ship moved out of the harbor with an SPS-73 navigation radar rotating atop a mast on the foredeck, but as it began to sway with the sea the mast was retracted, periscope-fashion, into the hull.
Shipyards use builder’s sea trials to check out all the ship’s features and identify fixes. The Zumwalt is filled with so many new technologies — 10 major groupings and dozens of smaller items — that BIW is running a nonstandard second trial. In April, the ship will go to sea again for acceptance trials, when members of the Navy’s Board of Inspection and Survey comes aboard to conduct their own assessment. If those trials are successful, the board recommends the Navy accept the ship, and a subsequent delivery ceremony marks the stage where ownership is transferred to the government and the ship enters naval service.
“The first trial we were out about a week, this time Monday to Thursday,” said Capt. James Downey, program manager for NAVSEA’s PMS 500 office which oversees the DDG 1000 program. He spoke March 23, the ship’s third night out. “The real point is to demonstrate those systems the same way we will do it for acceptance trials. This is a dress rehearsal for that, and to grade ourselves. We’ll collect all the data and go back and debrief and see how we did.”
Downey felt good about the Zumwalt’s stealth qualities. “I’m not worried about the RCS whatsoever,” he declared. “It’s looking good. It’s looking too good.”
Despite his engineer’s caution, Downey was upbeat about the trials. “So far we haven’t had any failures — no equipment failures, no demonstration failures.”
Those on board reported the first two days of the trials were held in relatively rough weather, but the Zumwalt’s unusual, tumblehome hull performed as expected.
“The ship handled well. It’s been an exceptionally stable platform. It handled very well,” said US Navy Capt. James Kirk, who will become the Zumwalt’s first commanding officer.
During the trials, the twin rudders were put hard over at 30 knots. Kirk was impressed. “I would have thought the ship would have significantly more heel” during such a turn, he said. “It was only about a 7- to 8-degree heel.”
Kirk was enthusiastic about the ship’s performance and about having his crew on board to learn to operate the ship.
“The Alpha trials demonstrated about 20 basic tasks and functions on the ship. During Bravo trials, we carried out more than 100 tasks,” Kirk reported.
The crew, he said, “got to integrate with the ship and operate under the supervision of BIW. You can’t beat that. The actual hands-on operation of the actual vessel is irreplaceable. On a class of ship that’s this different, where we have a lot of new technology, there is an exceptional benefit for having this opportunity.”
This was also the first time the Zumwalt had been to sea with a reporter on board, providing an opportunity to get a look at some of the unique spaces and features on this highly classified ship.
The Bridge
Situated on the O-2 level, or the second level of the superstructure, the bridge is a large space that will have only three regular watchstanders. Two positions are adjacent at the center, one for the junior officer of the watch (JOOW) and another for the junior officer of the deck (JOOD). The officer of the deck (OOD) has no seat but is expected to stand and move about. The three positions will be filled by officers, not enlisted sailors. Manual machinery controls are between the two seated watchstanders, while control and computer panels are provided for each position. The ship can be steered by autopilot, keyboard or mouse instructions or by rotating a small black knob that serves as the ship’s wheel.
The positions are nearly enclosed by a circular installation of consoles. From their seats, the JOOD and JOOW look past their engineering and navigational displays out to the bridge windows, while a fairly wide walkway is between the consoles and the windows. Overhead, the positions are nearly surrounded by eight large flat-panel screens, creating one of the most comprehensive bridge information displays afloat. Any display desired — a variety of sensors, intelligence inputs, cameras focusing on multiple areas around the ship — can be dialed in.
Flanking the JOOD/JOOW consoles are separate seats for the commanding officer, to starboard, and a commodore or the executive officer, to port. Those seats each have three large flat-panel displays overhead.
To the rear, two positions are provided for intelligence or mission planning purposes.
At the rear of each side of the pilothouse are “alcoves” where the captain or OOD can conn the ship as it conducts an underway replenishment or docks and undocks. Two large, opening windows are provided, each big enough for two good-sized men to poke outside the skin of the ship to see down to the waterline.
Ship Mission Center
The ship’s nerve center is a huge command and control space two decks high, projecting from the steel-enclosed O-2 level into the O-3 level at the base of the composite superstructure that surmounts the ship. Three large flat-panel displays dominate the front of the room where 19 watch standers man console stations in four rows. The general layout of the consoles is somewhat similar to the latest Aegis Baseline 9 with similar user stations and common displays, although in a much larger space. The first and second rows handle weapons, including missiles, guns and anti-submarine and electronic warfare. Command and control positions occupy the third row, including seats for the commanding officer, tactical action officer, and the engineering officer of the watch. Propulsion, engineering and information technology support personnel man the fourth-row consoles.
Above and at the back of the SMC is a large, glassed-in second deck provided for mission planners, intelligence personnel or command staffs. There, they can function without disturbing the watchstanders below while viewing the same common displays. Port and starboard of the SMC are additional enclosed spaces with more consoles and large panels to allow for specific mission planning or operations.
Below Decks
Down in the hull, a prominent feature is “Broadway,” a very large main-deck passageway running along the starboard side allowing ammunition and supplies to easily be moved to storage areas and magazines. The P-way, big enough for forklifts to drive through, is similar to those on the last generation of US battleships, which used the same descriptive term.
Broadway runs as far forward as the magazines for the two AGS guns. Just aft of the guns the open space is large enough for a number of workout machines to be placed for the crew, near a lounge where sailors can relax.
Amidships on the second deck are the mess areas. The wardroom for officers, goat locker for the chief petty officers, and mess for the crew are all served by the same, all-electric galley.
The two main machinery spaces each feature a power plant consisting of an advanced induction motor (AIM) and an MT-30 Rolls-Royce gas turbine together producing 39 megawatts, for a total output of 78 megawatts. Each AIM is directly connected to one of the ship’s two propeller shafts, eliminating the need for reduction gear. The machinery spaces are designed to be remotely operated.
Aft, a secondary ship’s mission center (SSMC) is installed on the port side. On a smaller scale than the large ship mission center, the SSMC is able to handle the same ship control functions as the SMC or the bridge and will function as the ship’s damage control center.
All the way aft is a large boat bay, big enough to store two 11-meter rigid-hull inflatable boats (RHIBs) one in front of the other. The RHIBs are on rails and launch and recover on a titanium cradle that rises and tilts to connect with a heavy-duty rubber extendable ramp running through stern doors in the Zumwalt’s wide, flat transom. Nearby, berthing racks are installed for a 14-member special operations team, along with space for their weapons and gear.
Hangar and Flight Deck
No nets ring the flight deck, which instead features personal safety barriers. The PSBs reduce the ship’s signature and are automatic, unlike nets fitted on destroyers and cruisers which need to be raised and lowered by sailors. On the Zumwalt, the PSBs will rise as soon as a landing helicopter is trapped by the Aircraft Ship Integrated Secure and Traverse (ASIST) helicopter recovery and handling system. The ASIST latches on to the helo and moves it into the ship’s large hangar, which is fitted with a new, two-piece solid door that could be a prototype to replace doors on other ships.
“It’s very reliable — it’s very hard to get this out of alignment,” Downey said. “The door is very easy to operate — push a button and it operates even if the ship rolls through 90 degrees” side to side.
Crew
The opportunity for a crew to get sea time before a ship is delivered is rare indeed.
“We’ve been waiting for 33 months,” said Command Master Chief (CMC) Dion Beauchamp, the ship’s top enlisted sailor. “It was very important for us to be aboard. The shipyard was gracious to allow us to do this.”
It was the second time the crew had been underway on the Zumwalt. The first was a day trip during the December Alpha trials when the crew boarded the ship in Portland and rode it back to Bath. This time they boarded in Portland but helped operate the ship for about 22 hours before returning the following day to the shipyard.
In addition to the Zumwalt crew, about half a dozen engineers from the crew of the Michael Monsoor, the second unit of the three-ship class, were on board to familiarize themselves with the engineering plant.
Crew members took part in a number of operations and tests, from conning the ship to handling the engines to learning to operate the anchor — placed inside the ship and lowering through the bottom. The high degree of system integration aboard the Zumwalt, Beauchamp said, means sailors aren’t just learning to operate specific pieces of equipment. “This is operating a system of systems.”
Beauchamp, a veteran sailor who has served on an aircraft carrier, a cruiser, and two frigates, said he had to learn 19 new technologies as a Zumwalt crew member, but he had an advantage.
“As part of the commissioning crew, you get experiences other crews don’t. You sit here with the group who designed these systems.”
He pointed out the difficulties in becoming part of the Zumwalt’s company. “All sailors have to have passed their last rating exam and do well at it,” he said. “Only one crew member is younger than 21.”
Chief Fire Controlman Dave Aitken normally operates weapon systems, but it will be another two years before the Zumwalt’s combat systems become operational. With the concentration on the hull, mechanical and engineering areas of the ship, Aitken and the FCS under his charge had other duties during the trials, working often with civilian engineers.
“The sailors learned from the Raytheon folks,” Aitken said, mentioning the prime contractor for the Zumwalt’s combat systems. “On the underway, they sat at the consoles with a Raytheon guy looking over their shoulders.”
“There are no Tomahawks or weapons on this ship,” he added, “but we assist the other half of the combat systems department. We help the IT department with the integrated systems — communications, the total ship computing environment.” The experience, he said, will mean that “after our gear gets installed, the sailors are going to better understand how they fit into the system.”
Kirk, the commanding officer, was enthusiastic about what was accomplished on the trials.
“Every sailor has to share the burden of operations. Every sailor has benefited from this time at sea,” he said. “We were able to get more done than we’d planned before the trip. That was a happy surprise for the crew.”
Embarking the crew on the trials was also a positive for Downey, the program manager.
“They seem to have enjoyed operating the ship,” he said. “From what I’ve seen from the industry and Navy guys who have been working on it, there’s a lot of positive feedback from having the crew here — along with the extra energy and enthusiasm that they’ve brought, having the chance to operate the ship.”
Downey appeared pleased as the ship entered the Kennebec River to return to the shipyard.
“We’ve met all our planned objectives,” he said. “I don’t have any failed demonstrations. We’ve got to go through the data and get ready for the next big test here in about three to four weeks — acceptance trials.”
Those Navy-run acceptance trials are expected to take place in mid-April. If all goes well, the ship will be delivered and the crew will move aboard May 20. Months of pier-side training and certifications will follow, and the Zumwalt will leave the shipyard for good in September. A commissioning ceremony is scheduled for Oct. 15 in Baltimore, and the destroyer is planned to arrive at its home port of San Diego in early December.
Even then, the Zumwalt will be a long way from being ready for service. Under a two-part, phased delivery plan approved in 2007, the ship will begin a six-month post-shakedown availability at a San Diego shipyard in January, and for most of the year, the full combat system will be installed, including weapons, sensors, and programming upgrades. Combat system sea trials will be in early 2018 off California, and only after that will the ship train up to deploy.
Boeing's internal demographic
statistics show a vulnerability during the next ten years where thousands upon
thousand will be leaving the company through Retirement. The baby boomers will
be "dropping the mic" and leaving the company. Boeing just announced
it will be laying off 4,000 plus workers through attrition. TheHeraldNet reports
about 7,000 to 9000 could go sooner rather than later. It also reports about
7500 Professional Engineering Employees in AerospaceSPEEA
workers are over 50 years of age which brings up a well-known consideration,
"Succession Planning".
Every
company, organization or public governance prepares an annual plan for its
workforce. Boeing has had many years for this day for the HeraldNet's
reporting. Boeing has a know-how vulnerability during the next ten years.
Perhaps announcing the 4,000 layoffs last week signaled a succession planning
correction. Boeing knew it was losing thousands of workers due to retirement, even though it was something it had planned for a long time. It now will announce those
retirements masked through a workforce reduction statement which is Stock Market speak
"everything is Okay we are a responsible corporation". They are
pruning the hedge when in fact too many will leave too soon, and Boeing will
have to hire too many too fast in the near term while using a 4,000 workforce
reduction announcement through attrition when it really obscures the real problem of an aging workforce.
Succession
planning is nothing to be feared as Boeing will inflow its workforce from many outside
sources, especially those who can't match Boeing's pay or career opportunity potential. It is a (Puget)
sound bet, University and Trade industry applicants can supply the partially trained workforce, before
the (in training) workforce requires its premium working knowledge as a Boeing
Engineer or Mechanic.
After all,
not everyone is retiring in the next 10 years from Boeing. It has a strong
workforce under the age of 45. This is the heart of Boeing that should never be
ripped out. They are the standard bearers for Boeing's future which should be
the real succession planning talking point. How is Boeing's aging workforce component
from age from 25 to age 50? It represents about 80% of the workforce for what Boeing is doing as an
airframe maker. The plan Boeing is currently showing is a workforce trimming,
controlling what it can control looking forward with its future plans.
Christopher P. Cavas
