Insights from a Boeing Veteran: Navigating the Challenges of Outsourcing

Three Decades at Boeing: A Personal Journey

Douglas Dorsey, a seasoned manufacturing engineer, embarked on an illustrious career at Boeing in 1984, eventually retiring in 2017. His journey spanned over three decades, during which he contributed to projects like the Boeing 777 and the innovative 787 Dreamliner. Dorsey’s tenure was marked by collaboration with dedicated employees and involvement in pioneering aerospace programs, leaving him with a sense of pride and a commitment to Boeing.

The Rise of Outsourcing: A Double-Edged Sword

While contributing to the 787 program, Dorsey observed a significant shift towards outsourcing, a strategy intended to streamline production by engaging external suppliers. However, this approach led to several challenges, including delays and incomplete deliveries, often burdening Boeing’s line workers with additional tasks. The negative impacts of outsourcing were profound and marked a turning point in Boeing’s traditional manufacturing methodologies.

The Turbulence of Corporate Dynamics

The late 1990s marked a period of internal disruption for Boeing. The merger with McDonnell Douglas introduced a new leadership dynamic, often clouded by corporate controversies. Notably, Harry Stonecipher’s leadership, albeit brief, added to the complexities faced by employees. These distractions impacted the morale and focus of Boeing’s workforce, including Dorsey, who lived through these transformative years.

Inside the 787 Program: Unraveling Challenges

The 787 program, although revolutionary in concept, faced obstacles primarily due to over-reliance on external suppliers for critical aircraft components. Dorsey, a key figure on the shop floor, regularly engaged in resolving issues stemming from “traveled work” and non-conforming parts that needed reworking. This situation led him to question the acceptance of substandard work at Boeing, signaling a disconnect between management and engineering teams.

Lessons from the Past: Supply Chain Complexities

Even after retiring, Dorsey reflected on more recent incidents, like the 2024 issue with the Boeing 737 Max, attributing it to supply chain mismanagement. He highlighted that Spirit AeroSystems, once part of Boeing, played a critical role in these challenges. This incident underscored the importance of streamlined and cohesive in-house operations to prevent similar occurrences.

Steps Towards Rebuilding: A New Era for Boeing

Despite its struggles, Dorsey acknowledges Boeing’s gradual steps towards rectifying past mistakes. He applauds management’s promises to consolidate operations, like bringing Spirit AeroSystems back in-house and relocating production to Washington. These changes signify a slow but steady move away from harmful outsourcing practices.

The Future of Boeing: A Journey Ahead

Current efforts under the leadership of CEO Kelly Ortberg are directed towards reclaiming Boeing’s legacy of excellence and operational efficiency. Ortberg emphasizes the necessity of fostering a cultural transformation from the top down, committed to staying closely integrated with production teams and making impactful, proactive changes.

Conclusion

While Boeing’s journey is far from over, the steps it’s taking are vital towards restoring its reputation and effectiveness. Douglas Dorsey’s narrative offers invaluable insights into the consequences of outsourcing and the importance of communication within organizational structures. As Boeing navigates its future, revisiting its foundational strengths might pave the way for renewed success.

Source: https://www.businessinsider.com/worked-at-boeing-30-years-outscourcing-problems-787-2025-1