Boeing Sucks
Tuesday, November 09, 2004
Employees are our Greatest Asset!
When Boeing took over the company I worked for, one of the noticeable changes of the takeover, besides the layoffs of thousands of people, was the reinstatement of helicopter service between our facilities and other places. On top of the building I worked in, which was little more than a parking garage with some offices on top as an afterthought, was the helicopter landing-pad upon which this new bit of executive privilege landed three times a day.
Why was it necessary? I am not sure. Perhaps the time and cost, if not exactly the management skills, of company executives were so valuable that the idea of them having carpool to Seal Beach simply was not to be considered. Or perhaps it is just as likely that as children they would spend their whole afternoon with the arms out, spinning around, and making sounds like a helicopter in order to express their fantasy of being a Big Chopper pilot one day and now, in a life where they a reduced to tools who can only relate to people through a cost-benefit analysis, the only sense of real happiness they feel is that momentary childhood connection as they ride in that Big ol’Chopper they once dreamt of. Honestly, there may be even a dozen more reasons of which we could never be quite certain which one is the most important, but this is something we all have learned to accept about Boeing management. Much like the Greek Gods of Olympus, they are a bunch of assholes, but the justification for their ways is often a mystery to all but them.
Regardless, the cost of this little executive perk to us in this building and employees in others was quite apparent. For each day the helicopter came and went, we consistently experienced again and again the joys, thrills, and exalted pleasures of helicopter fuel fumes wafting down into our workplaces. Through cubicles and washrooms the odiferous offence would run. Into laboratories and offices alike invaded this noxious beast. Simply put, there was no place to hide from the toxic tendrils reaching into the workplace.
One might think that with complaints of nausea, dizziness, and even the exposure of pregnant women to this environment that perhaps management might act quickly to rectify the situation. If you honestly believe that would happen, you just do not understand Boeing. Instead, we were offered meetings and building inspections, followed by more meetings and building inspections. We had the utmost assurance the company would continue the search for a solution to the problem, but never the slightest guarantee they might try one.
Finally, however, much to our surprise the helicopters ceased to come. It had been a year and half since our initial complaints. Could it be that management had finally seen the light after all those years of darkness within their personal “caves”? The answer, of course, came in an impersonal email. At Boeing, it always does.
“Avast ye merry and toiling serfs,” the document thundered forth, “be cheerful, for we who are the blessed to lead have decreed forth that from this day the dragon of misery, who has plagued you so, shall no longer descend amongst thee. No more boils, retching, and itching of the lungs will afflict thyself with agony anymore. Be gracious and give three cheers in fealty to the good King CEO, who by his wise and ever-present judgment has seen it fit to comfort us.”
“Was this true?” we wondered in amazement, “Had compassion and kindness for the human soul finally somehow managed to compute itself into an Excel spreadsheet in the hands of management above?”
Perhaps this was the day that their grinch-like little hearts grew three times too big, but before this you might assume let me provide you with the final statement of the good King’s message, which was:
“Also, you will be glad to know that by moving our helicopter facilities we will save ourselves a million dollars a year.”
Truly, we were blessed twice. For by their noble actions in concern for our better health, and by only certainly the fortuity of luck, they would benefit in the pocketbook too! With such knowledge, was it any surprise that our hearts soared upward to the highest heavens? Finally, we had at last the proof we desired to know. That at Boeing the employee comes first before the bottom line . . .
(Even if it is only in the placement of text within the email.)
Why was it necessary? I am not sure. Perhaps the time and cost, if not exactly the management skills, of company executives were so valuable that the idea of them having carpool to Seal Beach simply was not to be considered. Or perhaps it is just as likely that as children they would spend their whole afternoon with the arms out, spinning around, and making sounds like a helicopter in order to express their fantasy of being a Big Chopper pilot one day and now, in a life where they a reduced to tools who can only relate to people through a cost-benefit analysis, the only sense of real happiness they feel is that momentary childhood connection as they ride in that Big ol’Chopper they once dreamt of. Honestly, there may be even a dozen more reasons of which we could never be quite certain which one is the most important, but this is something we all have learned to accept about Boeing management. Much like the Greek Gods of Olympus, they are a bunch of assholes, but the justification for their ways is often a mystery to all but them.
Regardless, the cost of this little executive perk to us in this building and employees in others was quite apparent. For each day the helicopter came and went, we consistently experienced again and again the joys, thrills, and exalted pleasures of helicopter fuel fumes wafting down into our workplaces. Through cubicles and washrooms the odiferous offence would run. Into laboratories and offices alike invaded this noxious beast. Simply put, there was no place to hide from the toxic tendrils reaching into the workplace.
One might think that with complaints of nausea, dizziness, and even the exposure of pregnant women to this environment that perhaps management might act quickly to rectify the situation. If you honestly believe that would happen, you just do not understand Boeing. Instead, we were offered meetings and building inspections, followed by more meetings and building inspections. We had the utmost assurance the company would continue the search for a solution to the problem, but never the slightest guarantee they might try one.
Finally, however, much to our surprise the helicopters ceased to come. It had been a year and half since our initial complaints. Could it be that management had finally seen the light after all those years of darkness within their personal “caves”? The answer, of course, came in an impersonal email. At Boeing, it always does.
“Avast ye merry and toiling serfs,” the document thundered forth, “be cheerful, for we who are the blessed to lead have decreed forth that from this day the dragon of misery, who has plagued you so, shall no longer descend amongst thee. No more boils, retching, and itching of the lungs will afflict thyself with agony anymore. Be gracious and give three cheers in fealty to the good King CEO, who by his wise and ever-present judgment has seen it fit to comfort us.”
“Was this true?” we wondered in amazement, “Had compassion and kindness for the human soul finally somehow managed to compute itself into an Excel spreadsheet in the hands of management above?”
Perhaps this was the day that their grinch-like little hearts grew three times too big, but before this you might assume let me provide you with the final statement of the good King’s message, which was:
“Also, you will be glad to know that by moving our helicopter facilities we will save ourselves a million dollars a year.”
Truly, we were blessed twice. For by their noble actions in concern for our better health, and by only certainly the fortuity of luck, they would benefit in the pocketbook too! With such knowledge, was it any surprise that our hearts soared upward to the highest heavens? Finally, we had at last the proof we desired to know. That at Boeing the employee comes first before the bottom line . . .
(Even if it is only in the placement of text within the email.)
Friday, October 15, 2004
Training
A little bit about why I'm so bitter:
During the recruitment process I was promised a working environment in which there would be mentorships along with more formal technical education as well as on the job learning. Do you want to know how many hours of technical training I've received since I've been here? 8 hours! And that was in my first month here. And, I had little clue about what the instructor was talking about since it was centered around a very specific piece of equipment that I had never used, and didn't use again for another 3 years.
Now, if you ask Boeing, they'll claim I've had 30-40 hours of training each year. And that's true. Here's a list from the past two years:
As you can see, Boeing will not be liable if I get hurt in any way doing anything (like sitting at my desk), if I send anything to any new employer or foreign government, or if I'm unethical in any way. Because, they've trained me.
Problem is: they haven't trained me how to do my job better.
I would love an RF/Microwave Radiation training course that actually has to do with how the waves propagate through different mediums and circuitry. But, I don't need to be taught every 2 years how the water in my brain boils when I'm exposed to high levels of Microwave radiation, so if I'm feeling dizzy I may want to get some help. I learned that in 3rd grade, when we put spiders in the microwave in my kitchen (and people keep asking why I'm keeping this blog anonymous; I don't want my mom to kill me -- or PETA for that matter).
I won't even get into the lack of mentorships. I've learned more from the people whom I've supervised than the people supervising me. Let's leave it at that.
I wouldn't be surprised, if you've made it this far through the post, and you work at Boeing, you can now update you training records for "how to read." No charge number for you though; this was a brown bag training session.
During the recruitment process I was promised a working environment in which there would be mentorships along with more formal technical education as well as on the job learning. Do you want to know how many hours of technical training I've received since I've been here? 8 hours! And that was in my first month here. And, I had little clue about what the instructor was talking about since it was centered around a very specific piece of equipment that I had never used, and didn't use again for another 3 years.
Now, if you ask Boeing, they'll claim I've had 30-40 hours of training each year. And that's true. Here's a list from the past two years:
2004 (14.1 hours, but it seemed like 30!)
AS9100 Module 3 Training
0.2 hours
AS9100 Module 2: Meeting the AS9100 Standard
1.0
Personal Warranty
0.3
NMLA: Ethics COI Questionnaire
0.3
AS9100 Module 2: Meeting the AS9100 Standard (same class as above. I had forgotten I had taken it, and took it again)
1.0
Global Dvrsty&Compliance
0.5
2004 ETHICS RECOMMITMENT
3.0
2004 ETHICS CHALLANGE [sic]
1.0
Trade Secrets and Competitive Intelligence
1.0
Trade Secrets and Competitive Intelligence (different from above)
0.5
Procurement Integrity
1.0
General Laboratory Requirements Certification
1.0
RF/Microwave Radiation Training (safety training)
1.0
Office Ergonomics On Line Training
1.0
AS9100 Module 1: Intro to AS9100
0.3
2004 Security Awareness Training
0.5
Certification - Boeing Code of Conduct
0.5
2003 (19.4 hours)
2003 Security Awareness Training
0.5
ISO Module 3 Training
0.5
Cleanroom Certification per SCGPS 20002 - MMIC Pro
1.0
2003 Ethics Challenge - Scenario 3
0.3
ISO Module 2 Training
1.0
2003 Ethics Challenge - Scenario 2
0.3
2003 Ethics Challenge - Scenario 1
0.3
Export Control Level 3 - Pt 1
0.4
IDS Ethics Training
4.0
Protecting Our Company Secrets
0.2
2003 Security Awareness Training
0.5
Quality Data Collection System Training
1.0
ISO 9001 Awareness Training Module 1
0.5
Painting/Marking/Coating Process Hazards (Supervis
1.0
Bonding Process Hazards (Supervisor-Provided)
1.0
Microintegrated Circuit Production Process Hazards
1.0
Soldering Process Hazards (Supervisor-Provided)
0.0
Cutting Tools Safety (Supervisor-provided)
1.0
Hand Tools Safety (Supervisor-Provided)
1.0
Metal Working Tools (Supervisor-Provided)
1.0
MMIC Awareness Training for Technicians
2.0
ISO 9001 Awareness Training Module 1
0.5
Connector RF/DC Mate/Demate Certification
4.0
As you can see, Boeing will not be liable if I get hurt in any way doing anything (like sitting at my desk), if I send anything to any new employer or foreign government, or if I'm unethical in any way. Because, they've trained me.
Problem is: they haven't trained me how to do my job better.
I would love an RF/Microwave Radiation training course that actually has to do with how the waves propagate through different mediums and circuitry. But, I don't need to be taught every 2 years how the water in my brain boils when I'm exposed to high levels of Microwave radiation, so if I'm feeling dizzy I may want to get some help. I learned that in 3rd grade, when we put spiders in the microwave in my kitchen (and people keep asking why I'm keeping this blog anonymous; I don't want my mom to kill me -- or PETA for that matter).
I won't even get into the lack of mentorships. I've learned more from the people whom I've supervised than the people supervising me. Let's leave it at that.
I wouldn't be surprised, if you've made it this far through the post, and you work at Boeing, you can now update you training records for "how to read." No charge number for you though; this was a brown bag training session.
Introduction
Just a little introduction to this blog. The previous two posts were just me trying out blogger and making sure I could post. Maybe I'll delete them later. Maybe not.
I'm starting this blog to vent about my daily frustrations with getting anything done here at Boeing.
I've been an engineer at Boeing for 4-1/2 years. Before that, I was in college.
I haven't done any engineering at Boeing. I've done project management, data review, troubleshooting of mechanical defects, and a ton of Ethics trainings.
I'm bitter.
But I'm leaving.
I'm getting married soon, and I told my management I was leaving the state. They rewarded me with a layoff package (and, for that, I'm very thankful). I now have 60 days to finish up all the things I'm working on (both of which were assigned to me since I was laid off), find a job, and move.
Instead of doing all that, I'm going to procrastinate by writing on this blog 3 hours a day, looking for more signs that Scott Adams is now working at Boeing, and ignoring emails from Insurance Sales recruiters telling me how I can make $110k in my 3rd year selling insurance (one of the few types of job offers I'm getting from monster.com).
I'm not writing this for an audience. I just need to vent. But, if you stumble across it, feel free to bookmark and feel free to comment.
Hopefully J and C will be joining me soon in posting. They're in different positions, with different perspectives, but I fear they will sound very similar.
I'm starting this blog to vent about my daily frustrations with getting anything done here at Boeing.
I've been an engineer at Boeing for 4-1/2 years. Before that, I was in college.
I haven't done any engineering at Boeing. I've done project management, data review, troubleshooting of mechanical defects, and a ton of Ethics trainings.
I'm bitter.
But I'm leaving.
I'm getting married soon, and I told my management I was leaving the state. They rewarded me with a layoff package (and, for that, I'm very thankful). I now have 60 days to finish up all the things I'm working on (both of which were assigned to me since I was laid off), find a job, and move.
Instead of doing all that, I'm going to procrastinate by writing on this blog 3 hours a day, looking for more signs that Scott Adams is now working at Boeing, and ignoring emails from Insurance Sales recruiters telling me how I can make $110k in my 3rd year selling insurance (one of the few types of job offers I'm getting from monster.com).
I'm not writing this for an audience. I just need to vent. But, if you stumble across it, feel free to bookmark and feel free to comment.
Hopefully J and C will be joining me soon in posting. They're in different positions, with different perspectives, but I fear they will sound very similar.
Access Granted! Still Bored
Wow, I just made my bi-hourly visit to the labs, and guess what! I've got access now.
All it took was 2 emails to the person "in charge" of granting access, 1 email to my manager, who apparently "overlooked T when I was going over the list the other day," and a week of sitting on my ass.
So, I finally got into the lab, ready to get to work on my project. The excitement caused adrenaline to surge through my body as I opened the door and strided proudly to my bench. Then I noticed nobody else was in the lab (which is the main reason "knocking" hasn't worked very often to get into the lab, as everybody keeps counseling me to do).
Not that I minded nobody else in the lab. I could get to work, alone, without being bothered by other bored engineers.
But wait. The test rack that was to have been shipped to my lab yesterday wasn't there. So, again, I had nothing to do. Oh, yes, I could have built up a new test rack all by myself. But, there was a perfectly good rack 10 miles away in a warehouse, or so I was told. So, the dilemma I faced was wasting another week of my life building a rack myself and hoping nobody showed up midway through with the working rack or trudging back up to my desk and posting this while browsing monster.com and Hotjobs.
You can see which choice I made.
All it took was 2 emails to the person "in charge" of granting access, 1 email to my manager, who apparently "overlooked T when I was going over the list the other day," and a week of sitting on my ass.
So, I finally got into the lab, ready to get to work on my project. The excitement caused adrenaline to surge through my body as I opened the door and strided proudly to my bench. Then I noticed nobody else was in the lab (which is the main reason "knocking" hasn't worked very often to get into the lab, as everybody keeps counseling me to do).
Not that I minded nobody else in the lab. I could get to work, alone, without being bothered by other bored engineers.
But wait. The test rack that was to have been shipped to my lab yesterday wasn't there. So, again, I had nothing to do. Oh, yes, I could have built up a new test rack all by myself. But, there was a perfectly good rack 10 miles away in a warehouse, or so I was told. So, the dilemma I faced was wasting another week of my life building a rack myself and hoping nobody showed up midway through with the working rack or trudging back up to my desk and posting this while browsing monster.com and Hotjobs.
You can see which choice I made.
God I hate Boeing
Man, my job sucks. I've spent a week just trying to get access to the two new labs they assigned me to. So, basically, I've sat at my desk for a week. Every 30 minutes, I go downstairs to see if they've activated my access. And, I get paid for this!
I can't exactly see my marketable skillset improving.
Check my resume out:
NAME
ADDRESS
Objective: To get a new job, doing something. Anything really. Just something.
Experience: Boeing (2000-Present). Job entailed sitting on my ass for a week waiting to get into my lab. Then I read emails from our senior management about "lean green" and cutting wasted cost.
Education: BS Engineering. I haven't used it since going to Boeing, and I forgot most of it.
I can't exactly see my marketable skillset improving.
Check my resume out:
NAME
ADDRESS
Objective: To get a new job, doing something. Anything really. Just something.
Experience: Boeing (2000-Present). Job entailed sitting on my ass for a week waiting to get into my lab. Then I read emails from our senior management about "lean green" and cutting wasted cost.
Education: BS Engineering. I haven't used it since going to Boeing, and I forgot most of it.
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