DALLAS — Boeing CEO Kelly Ortberg appeared before the Senate Commerce Committee today to address concerns about the aerospace giant’s manufacturing and safety record following a series of crises, including a near-catastrophic midair emergency in January 2024.
The hearing, led by Committee Chairman Sen. Ted Cruz (R-Texas), sought to examine Boeing’s recovery efforts and ongoing reforms. Sen. Cruz started the hearing with comments on the recent Delta Air Lines (DL) near-miss incident with a military aircraft in Washington, D.C. He then addressed the purpose of today’s hearing.
“It is essential for members of this committee to hear directly from Boeing about its manufacturing challenges,” Sen. Cruz continued, summarizing Boeing’s achievements and acknowledging that the manufacturer was synonymous with “excellence, quality, and safety in flight” until the two fatal Boeing 737-8 crashes in October 2018 and March 2019 and the Boeing 737-9 midair door plug blowout in January 2024 due to missing bolts.
Boeing has faced heightened scrutiny following the 2024 incident, leading to increased regulatory oversight. In response, the Federal Aviation Administration (FAA) imposed a production cap of 38 Boeing 737 Max planes per month, a restriction that remains in place.
Under increased oversight from the FAA, the manufacturer has undergone KPI reviews of its production and quality management systems. While “Boeing must continue its work with the FAA to bring safety and quality back fully to its production processes,” said Sen. Cruz, the company still needs to explain its concrete actions to fix the problems.
A Troubled Past, a Commitment to Change
Ortberg, who took over as CEO of the nation’s largest exporter in August 2024, acknowledged the company’s past missteps and emphasized the sweeping changes implemented to improve safety and manufacturing processes.
“Boeing made serious missteps in recent years—and it is unacceptable,” Ortberg stated. “In response, we have made sweeping changes to the people, processes, and overall structure of our company.”
“It all depends on us to get this right.”
“Boeing is implementing a robust safety management system, a framework built on proven aviation industry best practices to proactively identify and manage safety risk that may impact our commercial and defence products. We submitted our plan to the FAA ahead of schedule, and we have a strategy to fully implement well ahead of the required deadline.”
Under the purview of the Department of Transportation (DOT) and the FAA, and with the help of employee input, the CEO stated that safety and quality plan actions have been taken in the following work areas:
- Reducing defects
- Enhancing employee training
- Simplifying processes and procedures
- Elevating safety and quality culture
Regarding employees raising concerns, the CEO said Boeing changes the organization structure to provide more independence for its Organization Designation Authorization (ODA) program—the FAA grants authority to organizations like Boeing to conduct certain certification and inspection tasks on behalf of the agency—and their performance reviews.
"People need to be free to make the right decisions without any kind of overpressure from management."
Ortberg, who relocated the company’s leadership back to Seattle, noted that Boeing aims to achieve a 38-plane production rate this year but will not hasten if stability isn’t guaranteed. “We are committed to a stable production line that prioritizes safety above all else,” he stated.
As for the door plug blowout, the CEO blamed Spirit Aerosystems for the missing door plugs but said Boeing and airlines had already inspected all Boeing aircraft to ensure this was not the case. Ortberg also stated manufacturing errors found on Spirit components have gone down more than 50%.
Responding to Sen. Cruz's question about why the flying public should trust that a Boeing plane was safe, Ortberg replied, “Boeing 737 MAX airplanes safely take off and land every two seconds of the day. I’m not denying the horrible incidents that you’ve outlined. We are taking action to make sure those accidents never, never happen again.”
“My family flies on those aircraft as well, and it’s critically important we rebuilt trust.”
Congressional Concerns, Industry Implications
Sen. Cruz emphasized that Boeing remains a critical American manufacturer and expressed his hope for the company’s success, inviting factory workers and managers to share insights into Boeing’s turnaround efforts. “Given Boeing’s past missteps and problems, the flying public deserves to hear what changes are being made to rehabilitate the company’s tarnished reputation,” Cruz said.
Despite its challenges, Boeing has secured significant contracts, including a US$20 billion deal to build the next-generation U.S. fighter jet. Still, lawmakers and regulators continue to demand transparency and accountability from the company as it works to restore confidence among airlines and the public.
On this point, the CEO acknowledged that Boeing has implemented internal Large Language Models (LLM), algorithms, and data analytics to enhance its assembly instructions and its maintenance documentation to make sure these are clear and more concise to "help the overall safety and quality of the aircraft."
While the company has made significant improvements, its future hinges on ongoing regulatory compliance and a dedication to stability in manufacturing. Moreover, a more esoteric yet arguably more important challenge involves the transformation of the company's culture. To tackle this issue, Ortberg tated the Boeing needed to move away from a siloed organizational structure to a more cross-organizational workflow across teams.
"The employees of the company are the ones who want to see the company culture change; they recognize that we need to be better in how we work together."
Scrutiny will continue, with regulators and the aviation industry closely monitoring Boeing's capacity to implement substantial change.
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