company BA - SteadyBase

steadybase-$ company BA

account_id none on file

legal_name Boeing Co

ticker BA

cik 12927

domain boeing.com

linkedin_company_url https://www.linkedin.com/company/boeing

entry_point_account_id none on file

name Boeing Company

exchange NYSE

sector Industrials

hq Arlington, VA, United States

irhttp://investors.boeing.com/?_gl=1*169wy4g*_ga*NTk1NTE0ODYzLjE2OTc2NTk2NDA.*_ga_3N2PEGZ4HD*MTcwMTE4OTIxMS45NC4xLjE3MDExOTA3NzUuMC4wLjA.

sector index/company/sector/industrials/

calls 23 filings 40 executives 20 family 0

why_nownone on file

calls

Since then, as I've traveled around the company, I'm excited to see how many teams are using the values and behaviors to affect change in their daily work.

Oct 29, 2025 / receipt, needs a key / Kelly Ortberg, CEO | earnings call 2025-10-29 | transcript 8d1c6ffe-5bc4-4750-ac83-6afc0926fdef | chars 9720-9875 | segment 9

If you look back before the strike last fall, we've seen about a 50% reduction in traveled work and a 25% reduction in rework hours on the 737 line.

Apr 23, 2025 / receipt, needs a key / Kelly Orberg, CEO | earnings call 2025-04-23 | transcript e7280182-939d-4674-b69f-5aef64dc3398 | chars 4161-4309 | segment 4

I know. Kelly, how did you reduce traveled work by 50% in a few months? And how did you have a positive defense margin despite the tanker news in the quarter? And really, the bigger picture question there is, were some of these improvements inevitable with time? Or how much have you changed specifically since you've come on board with the blocking and tackling of the operating performance of the business?

Apr 23, 2025 / receipt, needs a key / Noah Popanak, other | earnings call 2025-04-23 | transcript e7280182-939d-4674-b69f-5aef64dc3398 | chars 40669-41077 | segment 42

So, so first of all, I'm still in the process of, of traveling around, meeting our people, particularly, you know, two and three levels down.

Oct 23, 2024 / receipt, needs a key / Kelly, CEO | earnings call 2024-10-23 | transcript db97a132-97de-4bf7-9e43-99bed812ea28 | chars 26384-26525 | segment 26

First among our actions was to slow things down and control travel work, allowing our supply chain to catch up and provide the buffer we need to improve quality and stabilize deliveries going forward.

Jul 31, 2024 / receipt, needs a key / Dave Calhoun, CEO | earnings call 2024-07-31 | transcript aa3dc482-6764-4145-80d1-3378c5feb674 | chars 3022-3222 | segment 3

We have categorized and prioritized all. Employee engagement has been energizing for all. Actions are being taken across all of our factories and areas of focus include training, particularly on the job, taking advantage of our slowdown and adding hundreds of hours of training for each of our manufacturing employees. Tooling, more of it and improve maintenance. Work instructions, simplify, simplify, simplify. Compliance checks, discipline, traveled work controls, don't travel work, incentive structures, employee listening, and maybe above all, culture improvement.

Apr 24, 2024 / receipt, needs a key / Dave Calhoun, CEO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 2645-3215 | segment 2

On the 737, we delivered 67 airplanes in the first quarter as we deliberately slowed production below 38 per month to incorporate improvements to our quality and safety management systems, including reducing traveled work and addressing supplier non-conformances.

Apr 24, 2024 / receipt, needs a key / Brian West, CFO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 7782-8045 | segment 8

Our objective remains to keep the supply chain paced ahead of final assembly to support stability and minimize travel work.

Apr 24, 2024 / receipt, needs a key / Brian West, CFO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 8546-8669 | segment 8

So all of the 737 disruption that it goes on today, in my view, is self-inflicted in the sense that we've made the decision that the amount of travel work, particularly as it relates to the fuselage that was embedded and normalized in our factory that we would make a dramatic reduction in it.

Apr 24, 2024 / receipt, needs a key / Dave, CEO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 24397-24690 | segment 24

What is going to factor in is this determination to make sure travel work doesn't come back to us, and that Wichita is up to the rate increases.

Apr 24, 2024 / receipt, needs a key / Dave, CEO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 30924-31068 | segment 31

And the tanker, the tanker continues to show good progress. It does get impacted somewhat by our determination to reduce traveled work. But long term, the tankers are performing the field. We're getting a better handle on what that needs to look like over time. And we're confident that we're de-risking it.

Apr 24, 2024 / receipt, needs a key / Dave, CEO | earnings call 2024-04-24 | transcript cea76102-2920-4f2a-bcd4-2d4d67e226fb | chars 43650-43957 | segment 43

Less traveled work in our line, all things good come from that.

Jan 31, 2024 / receipt, needs a key / Dave Calhoun, CEO | earnings call 2024-01-31 | transcript 1d15bbee-98bb-42ef-a3b3-c8ab2d67549e | chars 22644-22707 | segment 23

filings

Customer Support Specialist (Customer Support Management) | {"ats": "workday", "city": null, "state": null, "job_id": "/job/GBR---Bristol-UK/Customer-Support-Specialist--Customer-Support-Management-_J