Boeing
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About this ebook
John Fredrickson
John Fredrickson retired as a senior manager of the Boeing Company in 2011 after 36 years of service. He has 21 years combined reserve and active-duty service with the US Air Force and is a Vietnam War veteran. John Roper is an entrepreneur and a licensed pilot with over 4,000 hours of flying time. He is a certified flight instructor, a certified aircraft mechanic, holds multiple degrees in engineering and aviation management, and is the vice president of the National Airline History Museum at the Kansas City Downtown Airport, less a mile from the original Fairfax assembly plant.
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Book preview
Boeing - John Fredrickson
Company.
INTRODUCTION
What’s in a name? Wilhelm was the father of William E. Boeing and one of the many thousands of German immigrants who poured into the United States during the 1800s in search of a better life. Wilhelm arrived in America with the German surname of Böing, with an umlaut over the letter o; however, he changed the spelling to Boeing
upon discovering there were no umlauts in the English character set. The name turned out to be ideal for an airplane company: it was short, distinctive, and a moniker rarely found in the phone book.
Best of all, it was bereft of negative connotations in every major language. For example, Bing, the Microsoft search engine, translates to illness
in parts of China, and that hurts usage. There are also a number of food-related instances.
The Boeing Company has been viable for a century. The aerospace industry is akin to a roller coaster. Periods of expansion (boom) are too often followed by sudden contraction (bust). The long-standing involvement in both commercial and military programs mitigates that cycle by facilitating the transfer of not only skilled people but also emerging technology between product lines. The corporation thrives in the global marketplace by offering a mix of cutting-edge airliners, military programs, feats in space, and other aviation services.
After some serious stumbles in recent decades, the business prognosis at Boeing is robust—a condition consistent with the ambitions, innovation, business acumen, and straight-arrow decency of the founder. Let’s meet the aviation visionary who in 1929 said, They will someday regard airplane travel to be as commonplace and incidental as train travel.
Born on October 1, 1881, William Edward Boeing was the only son of a self-made German immigrant. Wilhelm Boeing earned his wealth in iron ore and timber but died of influenza when young William was a mere eight years of age. His mother, the former Marie Ortmann, endowed with a generous inheritance, ensured their son would receive the best education, which included boarding school in Switzerland, followed by three years at Yale.
The self-motivated Boeing, driven to emulate the financial success of his father, relocated from Virginia to rain-soaked western Washington while still in his 20s in search of his own fortune as a timber baron. A nationwide construction boom then under way stimulated the demand for lumber, and William Bill
Boeing prospered, but life in the small coastal logging town of Hoquiam soon became mundane.
The search for excitement triggered a move to the nearby city of Seattle, where Boeing became smitten with airplanes and flying. The tall man with a mustache had the aura of an aspiring college professor with owlish eyeglasses, polished vocabulary, and carefully chosen words. Like other businessmen of that era, Boeing was most frequently photographed wearing suits and ties while stiffly posed; however, some images show him in flying attire.
The interwar period (roughly 1919 to 1937) was not only a time of complicated and dynamic business relationships but also a period of rapid innovation within the still adolescent business of aviation. Boeing chided his engineers: Let no improvement in flying and flying equipment pass us by.
Improved technology made its way back and forth between civil and military designs. Airframe materials shifted from wood and cloth to metal. A single cantilevered wing replaced bi-wings, wires, and braces. Engines became more powerful, and their reliability improved.
The decade of the Roaring Twenties was wild and crazy. It was a time of business expansion and great prosperity as speculation in securities ran rampant. Out of this cauldron of chaos emerged the monumental transportation, technological, and communication innovations of that decade. As airline traffic grew, the number of airline passengers and pounds of air cargo soared. Interest in aviation was galvanized by Charles Lindbergh’s solo crossing of the Atlantic Ocean in May 1927. Expecting to get rich, the public naively poured money (some of it borrowed) into all types of securities. In turn, financiers responded by creating more opportunities for speculation.
The resulting inevitable crash of the stock market came on Black Tuesday in October 1929. Average investors were devastated, while business continued pretty much as normal for the top echelon of industrialists. It was all very complicated, and powerful Washington, DC, politicians, who had grown suspicious of the financiers and their consortia, were beginning to take note.
A controversial piece of jurisprudence called the Air Mail Act of 1934 was to henceforth change the paradigm of the aviation industry. Future justice of the Supreme Court and erstwhile senator from Alabama Hugo Black enlisted a cadre of politically motivated and like-minded anti–big business colleagues to help him investigate. Delving further into the alleged causes of the current economic malaise and the search for scapegoats would make for great political theater.
Senate investigator A.B. Patterson had prepared for William Boeing and his companies a three-page typed interrogatory with 38 wide-ranging questions that broadly probed into all aspects of the businesses. Boeing’s staff did their best on short notice to gather responses to questions that were sometimes