Защото знаеш английски, ето откъслеци от преписка по темата. Коментарите са излишни. Освен коментара, че е много лесно и удобно да бъде стоварвана вина върху организаций които вече не съществуват: хем вината е ясна и е намерена, хем е отчетена, хем никой не е отговорен за нея.

"... I was at Rockwell SSD - Downey when Boeing bought us in 1996. The Rockwell management structure was linear: engineering managers, supported by auxiliary functions [accountants, project engineers, etc.]; each staff engineer had 1 [one] manager, who had become a manager after a career as an engineer. [This was also the Douglas - Long Beach situation.]

Boeing changed the linear management into matrix management: each staff engineer had 3 managers: an engineering manager in addition to a project manager and a functional manager. Eventually, Boeing added a 4th manager: a product manager.

If I remember correctly, Boeing bought McDonnell Douglas after they bought Rockwell SSD. My guess is that Boeing replaced the McDonnell Douglas management structure with Boeing's own management matrix.

The people with memories of an "engineering company": did they ever actually work at Boeing / McDonnell Douglas / Rockwell SSD? ..."


"... Blaming McDonnell Douglas is an easy way to avoid responsibility.

At Douglas [Long Beach] I worked in Twin-engine Aircraft Performance; I calculated aircraft performance for sales contracts, including guaranteed performance and performance parameter exceedances that would trigger penalties for under-performance that Douglas would have to pay the purchasing airline till performance was brought up to contract. As a part of my job, I was often at the assembly lines. And I was regularly looking at the "competitive airplane assessments", at the time mostly of B-737 variants, but also 2-engine Airbus models.

Our quality was HIGHER than that of Boeing: in fact, Boeing was known for lower-quality, but even lower prices. When one of our MD-80-series planes was ~$32 million, an equivalent Boeing 737 was ~$28 million, the difference derived from quality. For example, that is why passenger to freight conversions of McDonnell Douglas planes was relatively straightforward [and way cheaper] than the same process for Boeing planes - which had to undergo various structural enhancements. Another example, the Aloha B-737 "convertible": Boeing used the lower temperature limit for epoxy cure, to save money; we [McDonnell Douglas] used the upper limit.

McDonnell Douglas no longer exists, so dumping blame on them would lead to zero consequences for anyone, even though the basic story line is extremely UNrealistic: when was the last time in US history that a company being bought in a de-facto hostile take-over was allowed to even keep its old company-labeled pencils, let alone allowed to have any managerial input, or - God forbid! - influence within the ascendant controlling company? Also, Boeing took over McDonnell Douglas almost 30 years ago - and the hostile take-over, in which Boeing was on top and in control, is still considered relevant, to repeat, 30 years later? Seriously! ..."