leadership Message Navigating the future To increase market share and be profitable, Boeing must always put the customer first IJune, I’ve seen firsthand the strides we’ve made to meet our “investment today determinesOur performance and’m proud of the extraordinary team we have at Boeing. Sincestepping into my new role at Commercial Airplanes in late customer commitments. A lot of hard work by dedicated and talented people goes into ensuring we deliver the best products our future tomorrow.” and services to our customers every day. I think it’s a great time to be at Boeing. We are in the midst of a – Ray Conner uniquely exciting period in our industry. Demand for our products and services is unprecedented and continues to grow. We have a President and chief executive officer tremendous opportunity to increase customer trust by delivering Boeing Commercial Airplanes on our backlog. And we have the right team in place to design, PhOTO: JOhN CROzIER/BOEING build and deliver these amazing products and services. We have lots of challenges as well. We share a business land- • The quality and performance of our products and services scape with a capable and established competitor, and additional • The innovative way we design and build our airplanes players are entering the market. Our customers urgently need • The strength and talent of our team more efficient and affordable products and services that will help • Our production rate capacity them be profitable. Over the next three years, we will increase airplane production At Boeing, we have a culture and long legacy of raising the rates by 30 percent across all programs. Flawless execution on bar. We’ve launched some of the most successful and enduring these increases is pivotal. Due to the high demand for our prod- programs in aviation history: the 737, 767, 747, 777 and 787, ucts, increasing capacity each year provides a major competitive while continuing to evolve to newer products like the 737 MAX, advantage for us. the 787-9 and the 767-based aerial refueling tanker. And we are We can meet the demand through innovation. But that’s not just committed to expanding future twin-aisle offerings. about the design of the airplane. It’s also about how we build the Successfully navigating our future requires execution and airplane. The materials we use need to be affordable and efficient to discipline. Our performance and investment today determines work with. Our design and build process has to eliminate waste and our future tomorrow. increase productivity across our production system, and suppliers’. We have to earn success. We also have to increase our first-time quality. Quality “escapes” not Although our products are among the most complex on the only lower the value and integrity of our product; they hurt relationships planet, our strategic objectives are simple: to increase Boeing’s with customers whose highest priorities are quality and safety. market share and be profitable. Finally, one of the most important ingredients of Boeing’s To do this, everything we do must be rooted in adding value success is our team. We need to continue to develop our people, to our customers’ business. We have to give our customers to anticipate the skills we will need in the future and to provide the reason to buy our products, not the competition’s. I have a simple best training available. Just as we evolve the way we design and philosophy: Put the customer first and you can’t go wrong. build airplanes, we have to continue to evolve ourselves. To customers, we differentiate ourselves in four main ways: Thank you, all. Together we are building the future. n BOEING FRONTIERS / OCTOBER 2012 7
Frontiers October 2012 Issue
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