Why is Boeing Focusing on the Wrong Metrics?
For those of you don’t know, Boeing has had a difficult time. Planes have fallen out of the sky. Doors have flown off planes.
The US company has agreed to a deal that will allow it to scale up its manufacturing.
It has agreed with regulators to a set of metrics to demonstrate it is moving to a safety first culture. They will measure the share of employees deemed proficient in certain core skills; the hours spent fixing flawed work, both from suppliers and Boeing itself; daily parts shortages; work that remains uncompleted after a plane rolls off the factory floor; and mistakes identified during final inspections before planes are delivered to customers.
All very sensible you may conclude. Personally I find the focus on these metrics highly frustrating.
Boeing’s problems are a failure to focus on a safety first culture. Instead the company chose to prioritise financial and operational imperatives.
What I find worrying is the fact the metrics against which the company’s transformation will be measured are outcome orientated and do not focus on the cultural changes needed to make this transformation happen.
So what you may ask should Boeing be measured against?
Here is a list of early warning metrics designed to demonstrate that the culture is truly changing:-
1. Safety Reporting Rates: The frequency with which employees report safety concerns, near misses, and potential hazards. A higher rate of reporting indicates a culture where employees feel safe to speak up about issues. Psychological safety was certainly at the core of the firm’s problems.
2. Training Participation and Engagement: The percentage of employees who participate in safety and quality training programs, along with their engagement levels and assessment scores. High participation and engagement reflect a workforce committed to continuous improvement. Please note that true engagement is much more important than tick box participation.
3. Employee Safety Audits: The number and frequency of internal safety audits conducted by employees, and the extent to which employees are involved in these audits. Active participation indicates a proactive approach to safety. The audit should be led, designed and executed by groups of day to day conveyor belt employees.
4. Corrective Action Implementation Rates: The percentage of identified issues or safety concerns that are addressed and corrected within a specified timeframe. Quick and thorough implementation reflects a culture of accountability.
5. Safety Meeting Attendance and Participation: Attendance rates and the level of engagement in regular safety meetings. Consistent and active participation suggests that safety is a priority for all employees.
6. Feedback Loop Effectiveness: The speed and effectiveness of communication channels for safety and quality feedback from employees to management and vice versa. Efficient feedback loops indicate a responsive and communicative culture.
7. Employee Perception Surveys: Regular surveys measuring employees’ perceptions of the company’s safety culture, management’s commitment to safety, and their own role in maintaining safety standards. Positive survey results suggest a strong safety culture. I should stress that these surveys should initially be conducted by external parties.
8. Leadership Safety Walks The number and frequency of safety walks conducted by leadership and their direct involvement in identifying and addressing safety issues. Active leadership involvement demonstrates a top-down commitment to safety.
9. Incident Investigation Timeliness The average time taken to investigate and close out safety incidents. Prompt investigations reflect a culture that prioritizes understanding and learning from incidents to prevent recurrence.
10. Employee Engagement in Continuous Improvement: The number of suggestions for safety and quality improvements submitted by employees and the implementation rate of these suggestions. High engagement indicates a culture of continuous improvement.
11. Cross-Functional Collaboration on Safety: The extent of collaboration between different departments and functions on safety initiatives. Effective cross-functional collaboration shows a holistic approach to safety culture.
By proposing these behavioral metrics, you can argue that they offer a more direct measurement of the underlying behaviors and attitudes that contribute to a safety-first culture, providing earlier warning signs if the desired outcomes (like reduced errors and increased proficiency) are at risk.