As the
2003 legislative session in Olympia winds down, it is imperative
that every member take action. Make a phone call or send an e-mail
to both your representatives and senator. The message is simple:
"Do whatever it takes to keep Boeing in Washington state!"
Our goal of this membership action effort is to ensure that when Boeing announces the location to build the 7E7 this fall - that Puget Sound is the answer they give. Time is of the essence. There won't be a second chance to get it right next year. Either we get things done in Olympia during the 2003 session or Boeing will not consider placing the 7E7 in this region. Is it a bluff? Hopefully, we'll never know, but it certainly isn't one I am willing to take. In this economy, every job is important and political action plays an important role in preserving and creating jobs. Since Boeing delivered a list of priority items needed to consider Puget Sound for the 7E7, 751 has been working round-the-clock to ensure these are accomplished.
In addition, the IAM and SPEEA are working with Boeing Government Relations to explore ways to level the playing field so
Airbus does not have an unfair advantage. We have stressed to Boeing that in return for working together on beating Airbus there must be a commitment to preserve and create jobs for our members. They have agreed. These are are very complicated issues that deal with organizations such as the World Trade Organization and multi-national trade agreements.
Senator Patty Murray is also taking the lead on this issue and has prompted the Commerce Department to investigate Airbus' claims it has made significant contributions to U.S. aerospace industry. Again, this is part of an effort to create and preserve jobs here, for our members.
Last week, I visited the Propulsion Systems Division (PSD) and encountered a refreshing common-sense approach to business that all of Boeing should be looking to embrace. After members in PSD improved efficiencies, which made room for additional capacity, PSD is now focusing on finding innovative ways to bring new work into the shop to stabilize their headcount -- that should be the reward for participating in lean manufacturing.
Contrast that approach with the continued outsourcing that is happening in Auburn. This month Boeing announced it was offloading "simple parts and assemblies." Well, not too long ago, these were complex parts and assemblies, but only due to workplace efficiencies created by our members are they now considered simple. The reward in Auburn for making Boeing more competitive and improving the processes, appears to be job loss. Why not consolidate some of the vendor work and bring it back, where you have the capacity and skilled workforce? Isn't it common sense to make the most of your resources by filling the buildings with work to accommodate three shifts. The building and overhead costs are the same whether you have one shift or three shifts. It seems obvious that to lower costs, you bring in additional work.
The Auburn plant has the ability to handle much more machine work than is currently being performed. Why not look beyond just producing parts for new Boeing airplanes to other potential work? It is certainly an idea worth exploring and one that PSD has embraced. Let's hope other shops see the reasoning and follow the lead PSD is setting.