16 BOEING FRONTIERS / JUNE 2013 efficiency of our responses to customers. Our processes also need to get leaner. What did you learn as a leader during the 787 battery issue? That it’s important to set the tone early, stay engaged, and trust your team to do what’s right. Everyone knew that there was nothing more important than getting the airplanes safely back in the air for our customers. We rallied around that. At the end of the day, it’s all about people, with our team, customers, suppliers and government officials. I also learned it’s important to be involved at the right level with each of them. Let the experts do their job and be there to help with any roadblocks they face along the way. Commercial Airplanes is pursuing five development programs but also faces cost pressures. How will you address these seemingly contradictory priorities? First I think these priorities go hand in hand, which is why we changed the structure of Commercial Airplanes to be aligned around three main businesses—production, air-plane development, and our services and support business. By coring up all of our development programs together, we are better able to implement lessons learned from 747-8 and 787 across the board. We also are utilizing the full potential of previous research and development investments and driving affordability into our products and services. The other benefit to this structure is the life-cycle view of our products. More than ever before, we are starting earlier in the process to look at how we provide more value to the cus-tomer in terms of services and support once the product has entered service. What value will the 777X and 787-10X provide to our customers? They are far and away shaping up to be the most efficient machines out there, from both an operating cost and fuel efficiency standpoint. They will provide our customers with unsurpassed economics. The 777X builds off the most popular twin-aisle family and makes it even better. Both the 777X and the 787-10X will make it possible for our customers to prosper in an environment of rising fuel prices and more challenging noise and emission targets. Together, the 787 family and 777X will be a killer combo. No doubt about it. What legacy do you want to leave as president and CEO of Commercial Airplanes? When I walk out of here, I want us to be No. 1 in orders and deliveries. More important, my goal is that we have a pristine reputation with our customers, suppliers and communities—that we have the full array of products and services for our future. It’s amazing when you think we are establishing the next 20 to 30 years of Commercial Airplanes’ products and services right now, in the next five years. I’m proud to be part of that—of ensuring that we are prepared for the future and our customers are taken care of. n “We also are utilizing the full potential of previous research and development investments and driving affordability into our products and services. >> PHOTO: Ray Conner, president and CEO of Boeing Commercial Airplanes, in the 737 factory in Renton, Wash. BOB FERGUSON/BOEING
Frontiers June 2013 Issue
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