Yeah, he was pretty disgusted to see how the company culture had changed in recent decades. He spent basically his entire career at Boeing from the 50s to the 80s, and worked on things like engine testing and development for the original 747 before retiring and becoming an air crash investigator.    During his time there, Boeing was almost kinda seen as the engineering standard of the world, or one of them. The engineers at the time really cared about making respected airplanes. So to see their reputation and commitment to quality going down the tubes in more recent years was really frustrating for him. 

Not sure if they got canned, but the team leaders got a big-time dress down by management,  MN-12 came in overweight and over budget.

Executives are compensated heavily with stock and stock rewards short term performance.  Takes discipline to play the long game.   Boeing has a lot more at stake and they used to do it the right way. But after the MD merger the MD execs took over and started pumping and dumping - massive cost cutting and stock buybacks to pump up prices with no regard for public safety or long term viability.  It's really sad to see.

Culture. Remember this saying?   Technical problems can be remediated. A dishonest corporate culture is much harder to fix.   Dishonest corporate culture is what I experienced the entire time I worked at Ford and Visteon in the 1990s and 2000s, though that rotten culture actually goes back several decades prior.    As mentioned in other forum threads, the lessons learned from Ford's skunkworks might finally introduce at least a partial "fix" that Ford's corporate culture overall so desperately needs.      

This is the reason it’s going to be difficult to get a deal. Any time good ole lord Trump feels like he’s getting slighted a threat is issued. This is pure stupidity and weaponization in regards to tariffs.   

Yeah, like I understand why they made that particular decision, just to clarify, when I say I don't understand, I just mean I don't understand why that system was put into place to begin with. Why some companies just have such stupid, short sighted policies like that in the first place. It just feels like a lot of American companies can't see past the end of their nose.    Back when my grandfather was an engineer at Boeing, the engineers very much so had a mentality of do it right, however long it takes, regardless of how expensive it is. Because that's usually what it takes to create a solid end product, taking shortcuts never ends well when you're engineering a complex product. You would think the people running these companies understood that from the begging, so they would avoid the sort of systems and policies that lead to that sort of decision making.    Basically it's a case where I understand why Ford engineers and execs made the choices they did, in the context of trying to satisfy the flawed standards in place. But it's just idiotic to me that systems like that were ever put in place to begin with. Like someone, supposedly well educated, and reasonably intelligent, came up with that system, and didn't think of all the problems it would cause long term. 

While Canada and U.S. duke it out, them Chinese companies are movin' forward with their expansion plants in both countries no matter what "deals" arise. 

100% predictable    Trump threatens Canada with 100% tariff if it makes trade deal with China   https://ground.news/article/in-the-event-of-an-agreement-with-china-trump-threatens-canada-with-a-100-tariff?utm_source=mobile-app&utm_medium=newsroom-share  

Thanks for that info my friend. It's good stuff, but I think Ford's CE1 products, Universal Electric Vehicle Platform, and Universal Electric Vehicle Production System has GM beat when it comes to family of low-cost EVs.   GM big shots like Mark Reuss and Mary Barra can huff and puff all they want about family of things that is low priced, but if their company wants to be successful in that area, they'll need to develop an entire ecosystem.   Ford's already doin' it.

Them Chinese companies do both, and will adjust their approach as needed to serve new markets.   For the U.S. market in particular, the article Biker16 shared earlier cites Geely as a Chinese automaker that operates a plant in South Carolina for Volvo Cars and Polestar products, which they plan to expand soon. This may be an opportunity for the company to introduce products from some of its other brands like the eponymous Geely, Zeekr, Radar/Riddara, and Lynk & Co to the U.S.   Other examples include BYD's BEV bus plant in Lancaster, CA:   And in the railcar industry, Chinese company CRRC Sifang operates a plant in Chicago, less than 2 miles from Ford's Chicago Assembly: