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FOIA Response From the FAA Shows That the FAA Didn't Actually Investigate Boeing QA Manager Whistleblower Mitch's Whistleblower Report
I've gotten back a troubling Freedom of Information Act (FOIA) request response from the FAA that shows again that the FAA just goes through the motions (if that) in whistleblower investigations, rather than what you would expect them to do if they worked for you rather than for Boeing--be all over investigating fraud and noncompliances at aviation companies like white on rice. You can download or view the entire response on the new FOIA Response Page.
I put in the FOIA request on 4/18/18 and got this response faster than any of the others I've submitted so far. I requested that any documents concerning the 25% 787 oxygen bottle failure rate that Boeing QA Manager Whistleblower Mitch reported to them. They returned their seriously deficient investigative report and related emails that were redacted except for who sent them and who received them. The only positive note is that they disclosed the entire investigative report, not just limiting it to the investigation of the 787 oxygen bottle whistleblower report item.
Here is Mitch's Whistleblower report, which was part of the FOIA response so you can understand the FAA's investigation report. Click on the "expand" icon to view the entire page:
As you can see, Mitch reported three items for investigation. The 787 oxygen bottle squib failures, Boeing South Carolina's failure to ensure part serial numbers were recorded correctly during production and failing to notify Boeing customers that their Airplane Readiness Log (ARL) lists were suspect as a result of those errors, and the "lost" defective 787 parts that were likely installed on random 787s in service today. What follows is what the FAA thinks is an actual investigation of those issues:
Note that during the investigation that Boeing lied to the FAA that all the missing defective parts were lost rather than likely being installed on random 787s, totally leaving out the most likely way those parts disappeared as noted in my 5/9/18 blog on the subject.
As you can see, the FAA substantiated Mitch's report of lost nonconforming parts, but that seems to be only because 53 parts had been lost and/or Boeing volunteered to actually investigate the 176 parts that Mitch told them were closed out as lost without any investigation of where they ended up. The FAA appears to have completely ignored the most serious part of Mitch's disclosure--that the defective parts were likely installed on 787s now in service in their defective conditions.
And you can note the FAA's failure to fully respond to my FOIA request by reading the "Corrective Action" for allegations 1 and 2 concerning the "lost" nonconforming parts. The report states that the FAA issued a Formal Compliance Action to Boeing, which had a due date of 3/31/17, and after review of Boeing's corrective action response, they would know when the ECD of closure and verification of the Formal Compliance Action would be. The due date of that FCA was over a year ago, yet is not included in the response. Maybe they are hiding behind the fact I didn't specifically request info on that item in the report in my FOIA request. One more FOIA request to write I guess.
But what is most troubling about the response to this whistleblower report item is the FAA's investigator(s) acceptance of everything Boeing management told them, without any investigation themselves. They reviewed Boeing's documents of their so called "investigation" instead. They did not investigate the factory for the "lost" defective parts being out on the production floor unidentified or installed on 787s.
This is the FAA's specialty--Boeing biased so called "investigations" of whistleblower reports, as the FAA has done at least since 2002, when they closed out my 382 item report with only a superficial investigation of only 5 to 8 percent of those 382 items while ignoring 92% of them and refusing to investigate the main item I wanted investigated and replaced--the Boeing QA managers responsible for the 382 noncompliances in my report, and Boeing inspectors' rollerstamping inspections off as complete rather than actually doing them as required as I had witnessed myself when I was an inspector at Boeing.
Time and time again, including in this investigation of Mitch's whistlebower report, the FAA has placed blind trust in Boeing management to fix things that those same Boeing managers were at fault for intentionally allowing or ordering themselves.
The next item in the FAA investigation report, "Allegation 3" concerning Boeing's failure to investigate the 25% 787 oxygen bottle squib failure rate, is even more poorly handled than the "lost" defective parts issue that the FAA never investigated themselves to see if they were being installed on 787s, as Mitch saw they were himself.
First off, as you can see above, they "investigated" nothing. They just interviewed Boeing personnel and looked at only the documents they were given by Boeing. The People they likely interviewed were probably Mitch's corrupt QA Superintendent and the remaining likely similarly corrupt QA Managers that worked for him, as all halfway ethical QA management had been purged from Mitch's former management at the time of the investigation, I believe.
They took it on misplaced faith that Boeing QA management and the squib supplier were investigating the issue. No proof that the issue was actually being investigated and when that investigation actually began was included in the report. Boeing Powerpoint Rangers could certainly whip up a relatively real looking fake investigation Powerpoint and related documentation overnight. It's unknown how much notice the FAA investigation team (if it was more than one person) gave Boeing QA management of the team's visit.
And, as the report above shows, the FAA investigators bought whatever documentation Boeing produced about the issue hook, line, and sinker.
Then, just based on that one visit, the investigative team called it all good, didn't substantiate Mitch's reported issue, and closed the issue out. No FAA personnel will be following up to ensure that the 787 oxygen bottle squib failures are corrected, and will not be ensuring that Boeing addresses the thousands of defective 787 passenger oxygen bottles that may be installed in the delivered fleet. This is the quality and depth of FAA investigations when life sustaining equipment on airplanes are suspected to fail up to 25% of the time. It's almost criminal level incompetence and abrogation of their basic regulatory and investigative role over the safety critical aviation industry, in my opinion.
And Boeing QA Manager Whistleblower Mitch reviewed the FAA investigative report and pointed out that there are quite a few misleading and incorrect statements made in the relatively short investigative report description of the "investigation" of the issue.
The portion of the report that reads: "The PSU electrical circuits are tested twice…and in the event of a failure, the PSU is removed…After removal, BSC personnel discharge the emergency oxygen bottles and there have been some cases where the squibs failed," is misleading and incorrect per Mitch.
He states that the squibs that failed were not due to them failing the electrical circuit test on 787 airplanes. Most of the squibs in question were taken straight out of stores (an inventory purge) and were being discharged due to the part numbers being rolled, so they were no longer the latest version for use on the aircraft, but they were still conforming parts. Others were from mechanics damaging the plastic housing of the PSU. If they chip a corner or scratch the PSU, they throw them aside and grab a new one. Again, there was nothing wrong with the PSU oxygen system, just the plastic PSU housing was damaged. The FAA is trying to mislead and minimize this issue, Mitch says.
As for, "…the FAA confirmed BSC is aware of the squib failures...," Mitch says that Boeing is not denying the 25% squib failure rate, they are just trying to cover it up.
And Mitch says, "...and (Boeing South Carolina) is actively investigating the issue," from the report is incorrect. He says the squibs are still in BSC MRSA. He's talked to the Boeing people that would be doing this investigation in Everett and BSC and none of them know anything about this.
And Mitch also says that the "Preliminary BSC investigation findings have attributed squib failure to wire harness damage occurring during storage, handling, and installation" section of the report is also incorrect. Mitch did the preliminary investigation of the squib failures, and he oversaw the unpacking, handling and disassembly of the PSUs after they were pulled from stores and brought in from the field. He says that the PSUs are in oversized boxes, packed in thick foam, and are very protected in their shipping boxes, and it is physically impossible for the wiring to be damaged in storage or in transportation because they are so well protected. I've seen similar packaging of such pricey supplier built components myself, and about the only thing that could probably damage such parts nested in perfectly shaped high density foam within sturdy wooden steel banded crates is a nuclear strike or similar powerful explosion. They are seemingly packaged to withstand crashes at highway speeds of the trucks they are transported in.
Mitch states that early on, his team did receive 3 or 4 bottles from the field where the wires had been cut, but he assured that didn't keep happening and those 3 or 4 were set aside for future action. He says that the 75 squibs that failed to fire were fresh out of stores and had never been handled by mechanics at all.
So there you have it. Boeing is trying to cover up the nature and extent of these 787 passenger oxygen bottle failures from the FAA, and it appears they have succeeded, as the FAA intentionally did no investigative action themselves other than accept, without any corroboration on their part, Boeing's investigation, an investigation that came up with the wrong preliminary cause as Mitch notes. Who knows if either Boeing or the supplier continued their alleged so called "investigation" of the squib failures after the FAA investigative team left the factory.
This obviously incompetent FAA investigative team also breached Mitch's statutorily protected whistleblower confidentiality due to them sending his whistleblower report to Boeing with all of his personal information unredacted. Then his whistleblower report was printed on a Boeing "public" office printer by the Boeing manager that received it from the FAA and was left there for an unknown but significant amount of time for other Boeing personnel in the office to see.
On to the FAA investigation's report on their "investigation" of "Allegation 4:"
Mitch says that the FAA report's key words in their botched investigation of his above allegation 4 concerning Boeing's failure to notify customers of ARL errors are, "when an error in the ARL...is found…" Mitch says that that is the real problem--BSC is not really "looking" to find all of the many ARL errors in the first place, so 787s are delivering with many incorrect part numbers and serial numbers on the ARLs than what are the part and serial numbers actually installed on the delivered airplanes.
Mitch gives this quick "Reader's Digest version" of the problem: At the Boeing Everett Plant (as a comparison) they have around 30 "ARL Inspectors" that are assigned to go out and put eyes on every serialized part on the airplanes to verify that the recording of the serial numbers are complete, accurate, and match the equipment installed.
At Boeing South Carolina, however, there are 3 "ARL Administrators" that are "responsible" for the ARL accuracy for all the airplanes and airplane sections built there. It must be noted that all Boeing 787s, even Everett built and delivered 787s, have a large Boeing South Carolina built content, including entire sections of the airplanes that Boeing Everett inspectors are not allowed to inspect at all for quality and conformity upon receipt in Everett. Therefore, Boeing South Carolina deficient work as detailed in the last three or so blogs is almost surely not fixed at all in Everett, including any ARL mistakes from BSC.
With FAA oversight as incompetent as noted above, getting the serious issues reported to them by whistleblowers fixed through the FAA investigative processes is largely impossible. When the FAA lets the "fox" (Boeing management) watch the hen house instead of the FAA, and then only asks the "fox" how the chickens are doing when reports come in that the chickens have all been eaten, you have the situation noted here, where Boeing Quality System corruptions as noted above are pretty much unrepairable.
In both Everett and BSC, the mechanics are responsible for recording the serial numbers as they install the parts/equipment. In Everett, however, there are inspectors that lay eyes on every part to check the accuracy of the part serial numbers as noted. In Everett, those inspectors discover thousands of errors each year and they are able to correct them on the spot.
At BSC, however, they take the mechanics' words for the accuracy of the recorded serial numbers. The ARL Administrator sits at a desk and does what is called an "Engineering bump." Basically, they run a report listing all 1815 serialized parts per airplane and compare the length and format of the serial numbers, and not the accuracy of them.
As an example, if the format of the serial number is supposed to be "123A4-1," but the number in the record is "A1234," then it is flagged and corrected, but as long as the format matches, the bogus serial numbers pass on to Boeing customers undetected and uncorrected. The example serial number could be "968Z3-9," and it would pass as correct even though it isn't remotely close to the installed part's serial number.
Mitch's team found mechanics that had created a list of serial numbers from several airplanes back on the production line and were just copying and pasting the same serial number list to different 787 line number build records. Mechanic's were putting "NA" in serial number boxes and just making up numbers, all in the interest of "going faster."
Mitch says that Boeing isn't lying when they say they correct the errors when they find them. What they are leaving out, however, is that the system they have in place at BSC is set up for failure and will not find many of the errors in the ARL log Boeing customers receive.
Mitch says this really gets complicated if you want to know the reason the ARL accuracy is important. He says that a person needs to understand what the recorded serial numbers are actually for, and why they are so important and the dependency that the customers and the FAA have on complete and accurate build records.
One example Mitch likes to use is the recent recall of many of the airbags in cars and trucks. Because the manufacturers had accurate build records, they were able to identify which vehicles were affected by the defective air bags and were able to notify the owners of those vehicles of the recall. Imagine if they didn't know which vehicles those defective airbags were used on. Mitch says that is the case at BSC--they have no idea what airplanes most of the serialized equipment is installed on. He says this will not pose a problem unless there is a major recall of some type or if there is some type of catastrophic accident that would require an investigation of the build records. Unfortunately, it will be too late at that point.
There you have it. As you can see above, the FAA really screwed the pooch (as they normally do in my experience) in their so called "investigation" of Mitch's whistleblower report, just as they also did in 2002/2003 with my report to the FAA about the rampant Boeing QA fraud that I witnessed during my career at Boeing.
Everyone loses with such bungled FAA investigations. Especially the flying public who doesn't know about these issues and therefore can't use the existence of such existing unaddressed problems to inform themselves on which airplanes they choose to fly on.
Boeing QA Manager Whistleblower Reveals That Thousands of Defective and Scrap Parts Likely Have Been Installed on Boeing 787s, Including Two Entire Fuselage Sections
Today, in the third of many revelations, Boeing QA Manager Whistleblower Mitch reveals that thousands of defective and scrap parts likely have been installed on Boeing 787s that are in service today, including two entire fuselage sections, both of which had significant skin delamination which Boeing Engineering deemed unrepairable. Those two structurally deficient fuselage sections quite likely may be flying around on two different and unknown 787s today, imperiling any passengers and crews that fly on them.
Mitch found this out when his Boeing QA upper management retaliated against him by re-assigning him to be QA Manager over the 787 factory MRSA (Material Review Segregation Area) for his ethic of doing his QA Manager job with the integrity required for that position per Boeing's FAA approved QA procedures. The QA Superintendent he reported to actually docked him on his annual performance ratings for actually following Boeing QA procedures instead of "working in the gray areas" of those procedures, whatever that means.
The Boeing 787 factory had four different MRSAs and each one had their own lost/stolen defective and scrap parts list to deal with when Mitch started his MRSA QA Manager role. There were over 1800 lost/stolen defective and scrap parts on the list when Mitch started, and he was told there was another 1000+ MRSA parts' nonconformance records that were closed out, largely without the required investigation to find them, prior to his taking over the factory MRSA QA Manager role that also are likely to be installed illegally on Boeing 787s. This is product substitution on steroids.
MRSAs are areas where defective and scrap parts are stored to keep Manufacturing from taking those defective/scrap parts and installing them on an airplane in place of an out of stock conforming part. They are usually locked caged areas to prevent the "do anything to complete the job on schedule" Manufacturing Mechanics, Leads, and Managers from purposely stealing the defective/scrap parts therein to use in place of an SOS (out of stock) part to complete an assembly so that a Boeing QA inspector can buy it off as a completed job, or "bean," as known internally at Boeing.
This use of defective parts in place of conforming parts issue is all the more serious on the 787 program, with its heavy use of composite parts that may be delaminated internally and appear as though they aren't defective with the naked eye.
In this Boeing age of "just in time" inventory, where Boeing has only the minimum amount of parts for production on site (which are delivered as late as possible to minimize the extra costs of buying and storing parts before they are needed), when a defective part is written up on a Nonconformance Record (NC/NCR) or scrapped altogether, that often generates an SOS parts situation on the production line that prevents a job from being completed, or many jobs from being completed that are dependent on installation of that one defective part in the MRSA.
Because unethical Boeing Manufacturing personnel have historically stolen defective and scrap parts from MRSAs to complete work on Boeing's production lines, the MRSA system of locked cages or rooms monitored by QA was developed.
In his MRSA QA Manager role, Mitch and others witnessed the MRSAs being raided for parts for use on 787 production airplanes. They found parts that had been painted red and put in the MRSA scrap bins out in the production areas being used by Manufacturing. Mitch found dozens of parts that had mysteriously "walked off" from the shelves in MRSA cages after he was directed to issue keys to the MRSA to the First Line Manufacturing Managers.
That is like handing crack cocaine to an addict. There is almost nothing so depraved of ethics at Boeing than a Manufacturing Manager who is solely rated on how many "beans" his crew sells to QA on a shift. They almost always (in my experience) have equally corrupt Manufacturing Leads and even a few "regular" Mechanics that do their dirty work, like covering up defects, and stealing defective and scrap parts (or getting them from the boss who has the MRSA key) and installing them.
Boeing QA Manager Whistleblower Mitch and I have a lot in common. We both battled to do our jobs despite our management wanting us to do otherwise. Apparently we both were born with a defect that can get you easily terminated or retaliated against at Boeing--a core of integrity and ethics.
When Mitch was assigned as the manager of the factory MRSA, he insisted that each lost/stolen nonconforming part be fully investigated to determine their final disposition and to assure there were no nonconforming parts on the 787s out in production or in service per the requirements of the applicable Boeing Process Instruction (BPI). This put him in direct conflict with his Boeing QA senior management.
He was given two days by his Quality Leadership to close out over four hundred of the lost or stolen defective part Nonconformance Standard Operating Instructiions (NC-SOIs) that documented the nonconforming condition of each lost or stolen MRSA part. He refused to just buy those records off as his management wanted him to do and instead he insisted that all defective parts that disappeared from the MRSA be investigated, as the QA system required for obvious reasons.
As a result, Mitch was denigrated, ridiculed and told to just close the records without any search for the missing defective parts. Again, he refused to close them without a complete investigation. Later, he was made aware of a large number of NC-SOIs that had been previously closed out by other QA Managers without an investigation of where the parts went. He was told by his senior QA management to not worry about them, as they had been "addressed."
The noted lost/stolen defective part NC-SOIs were all bought off on the same day, by the same two people and they all were marked "no" where the form asks if the airplane/production area was checked, inventory was checked, etc. They hadn't looked anywhere for the parts, but they completed the NC-SOIs with "787 Lost Part" forms as the authority to do so.
Most of the defective/scrap parts that were lost/stolen were not structural 787 parts, however some of them were very structurally significant and would cause a safety issue if they were installed without the repairs as documented on the NC-SOI's being accomplished first. But it should be noted that many non-structural defective parts can be a safety issue if installed on an airplane as well.
Examples of parts that were lost/stolen and subsequently closed out as noted were dozens of wing to body stub fittings (bathtub fittings) that attached the wings to the fuselage that had mill steps on the machined surface. If there are mill steps on a milled surface of such a heavily loaded structural part, there is a good likelihood it will develop stress cracks over time. If the cracks go unnoticed, they would propagate through the entire part, making the part structurally unsound. Engineering deemed them unacceptable for use, but they disappeared from the MRSA and were nowhere to be found with no evidence they had been repaired per their NC-SOIs.
The lost/stolen defective/scrap parts also included stringers, frames, and other structurally significant parts.
Also of note are the two scrapped "47" (see diagram below) fuselage sections that were lost/stolen. These were entire rear 787 fuselage sections on which the 787 tail, with its crucial horizontal and vertical stabilizers, is later attached to the airplane. The 47 sections that "disappeared" and are likely components of two possibly imperiled 787s now in service are identical to the one pictured here:
This diagram (item #47) shows where it is located on the airplane:
Both 47 sections had significant delamination in the outer barrel and were deemed "scrap" by Engineering. Both 47 sections have no traceability of where they are, and are consequently quite possibly installed on delivered airplanes, as noted. Here are the two rollerstamped 47 section 787 Lost Part Forms. As you can see, there was no effort to trace where they were or which 787s they were possibly installed on:
Look at all the areas they checked off that they didn't look, including the airplanes they could have been installed on! Also note they didn't even fill out items 4 through 6 either "yes" or "no." This is what "rollerstamped" paperwork looks like. Notice that the Senior Manufacturing Manager (which is 2nd level or higher, I believe) and the Inventory (MMO) Manager signed this off without doing the required checks. These two 787 fuselage sections weren't small or insignificant parts as shown in the picture above.
The forms above are just the authority for QA to close out the open NC-SOIs shown on the forms. But, as detailed here, Boeing QA Managers don't have a choice whether or not to close out those NC-SOIs without accountability of where the parts ended up. They must do so or face retaliation, up to and including termination for doing the right thing.
There also were countless CRN (current return) cables (critical for lightning strikes) that were damaged, defective or otherwise not suitable for use that went missing with no traceability of their final destinations. Every commercial airplane is struck by lightning an average of twice a year and the 787s with defective CRN cables installed on them could be at risk when they are inevitably struck by lightning.
There were also Aft Pressure Bulkheads that came in from the supplier with Open Nonconformances (ONs), but were stolen from Receiving Inspection and installed on airplanes without the ONs being worked.
This is an especially egregious case of Boeing fraud if they were taken and installed on airplanes in their defective state, as it was an Aft Pressure Bulkhead whose repairs were done incorrectly by Boeing and rollerstamped off as acceptable by QA that caused the JAL Flight 123 Boeing 747 to crash, killing 520 people. Apparently Boeing has learned little since it caused that horrendous crash decades ago.
Mitch also discovered that over 150 keys to the MRSA cages had been issued out. He performed an audit of the keys and found that Manufacturing had been issued keys to the cages. He had all of the locks on the cages changed and he issued keys just to his QA team for MRSA access in an attempt to keep nonconforming parts under control, and to meet the MRSA parts control requirements, which are shown in the following document that Mitch emailed to Manufacturing and QA personnel:
A few days after he changed the locks, he was directed by his Superintendent to issue keys to all of the First Line Manufacturing Managers. Within a week, Mitch and his team found that parts were again being taken from the MRSAs without authorization, and also found parts out in production areas that used to be in the MRSA scrap bins. Mitch's Boeing Quality Leadership showed very little concern with their responsibility to control nonconforming parts, to put it mildly.
That's because such QA Managers work at the direction of corrupt "bean counting" Manufacturing Managers and Manufacturing Team Leaders, in my long experience at Boeing.
The following case, in which QA Manager Whistleblower Mitch reported his QA Manager to Boeing HR for an ethics investigation in late 2016, shows that Senior Boeing QA Management not only lacks the required independence from the Manufacturing organization they are supposed to independently oversee the work of, but they actually perform unethical/illegal acts for the Manufacturing organization they effectively report to.
In this case, Mitch's Senior QA Manager and another QA Manager worked with Manufacturing personnel to steal a hydraulic tube assembly from the MRSA scrap bin so that mechanics could install it on an unknown line number 787 now in service. Hydraulic tube and hose assemblies fluidly power most of the most safety critical systems on a Boeing airplane, like the primary flight control actuators, the landing gear actuators, the thrust reversers, and the leading/trailing edge flap actuators.
This brings new meaning to former Boeing Commercial Airplanes' CEO Alan Mullaly's "Working Together" slogan of his time. Boeing Manufacturing and QA are working together, yes, but they are even working together to do bad things occasionally, as this case shows. Here is the redacted statement Mitch gave to the HR Generalist who investigated the case:
Here is the text from the investigation statement above for easier viewing:
"My name is (Mitch). My BEMS ID is XXXXXX. I am a Quality…Manager…I work in (building and area of building) and my manager is (Mitch's Manager's name). I have over XX years of Company service.
I submitted a complaint to HRG (HR Generalist name) on Saturday…(in late)…2016, after hearing that (Mitch's Manager's name) released a part from the scrap bin. The part was some sort of hydraulic tube.
On Thursday,…(month and day)…2016, (witness name) told me that (Mitch's Manager's name) retrieved the part from the scrap bin. (Witness name) spoke up and told (Mitch's Manager's name) he couldn't do that. (Mitch's Manager's name) argued with (Witness name) until (Witness name) got involved. (Witness name) took the part from (Mitch's Manager's name) and placed the part on his desk to work on the following day.
When (Witness name) returned the next day, the part was gone. (Suspected perpetrator name) or (suspected perpetrator name) took the part from (Witness name's) desk and attempted to wipe off the red paint per (Mitch's Manager's name's) instruction. (Suspected perpetrator name) or (suspected perpetrator name) then gave the part to (Mitch's Manager's name). (Mitch's Manager's name) gave it to Quality Manager (name).
(Witness name) further stated that, when he looked on the aircraft later, he discovered the part was installed and it was pink, since all of the paint was not removed.
I called (Mitch's Manager's name) on Friday,..(Month and date)…2016, to discuss another matter and during that conversation, I asked him about the part. During our short conversation, I told (Mitch's Manager's name) that I had heard rumblings that he pulled a part from the scrap bin and gave it to the floor. (Mitch's Manager's name) replied, "Yes I did. I gave it to (QA Manager name). Don't worry about it. We've got it covered." That was the end of the conversation, as I felt uncomfortable pushing him too hard on why he did that. He rates my (Performance Management) PM. We have not spoken about this issue again.
Parts are scrapped in one of two ways, either on Defective Part Reorder Tags ("DPRT") or the part is written up on an NC. BPI-1193 governs this process. For DPRT, the part has to meet five criteria, two of which are that the part costs under $1,000 and Boeing caused the defect. With DPRT, the part goes straight into scrap without Engineering or MRB disposition. With an NC, the part doesn't meet the five criteria for DPRT and there is a disposition to scrap the part. The part in question was scrapped via a DPRT. There was an issue on the floor with the part in question. That is why it was scrapped by the Manufacturing Manager.
When Quality receives a part on DPRT, we ensure the documentation is completed, we paint the part red, and we throw it in the scrap bin. The scrap bin is located inside the MRSA cage, which is kept locked. (Mitch's Manager's name) has access to the cage as the (Quality) Senior Manager.
The part should have never been removed from the scrap bin. All Boeing BPIs are written to instruct teammates as to what they can do, rather than what they cannot do. There is no documentation stating parts can be removed from scrap bins. For the last XX years at Boeing, this phrase has been drilled in my head: "If it doesn't say you can, you can't." In addition, common sense tells you that parts that were scrapped should remain in the scrap bin.
It is possible that (QA Manager name) generated an NC to cover it after the fact. However, this would also be improper, since teammates are not permitted to remove parts from the scrap bin. For an NC to be proper, it would have had to be written before the part was placed in the scrap bin. BPI-1149 contains specific language regarding releasing parts from MRSA. For a part to be released on an NC, it must contain a unitized tag that was generated on the floor. This BPI deals only with parts on NCs. This is the only vehicle that allows parts to be released from MRSA.
I do not know the affected line number or relevant SOI. There is no documentation tracking the part from the scrap bin to being installed on the aircraft.
My team is concerned about being held to certain standards when upper management is not. My team follows Boeing processes. They are asking me what I am going to do about (Mitch's Manager's name)."
End of investigation excerpt.
There you have it, a Boeing Senior QA Manager taking a scrapped defective part from the MRSA and giving it to one of his QA Managers who then gave it to Manufacturing, who installed it on an unknown 787 that is now out in service. Note that hydraulic systems are extremely high pressure systems, up to 5000 PSI or so, that are even more vulnerable to even minor damage than are lower pressure systems, as the hydraulic tube wall is stressed much more due to the high pressures involved.
Also note a key phrase from Mitch's statement, "all Boeing (Process Instructions) BPIs are written to instruct teammates as to what they can do, rather than what they cannot do.
A few days after he changed the locks, he was directed by his Superintendent to issue keys to all of the First Line Manufacturing Managers. Within a week, Mitch and his team found that parts were again being taken from the MRSAs without authorization, and also found parts out in production areas that used to be in the MRSA scrap bins. Mitch's Boeing Quality Leadership showed very little concern with their responsibility to control nonconforming parts, to put it mildly.
Mitch then met with the Boeing FAA Liaison Manager, the Process Subject Matter Expert, his manager, and the Compliance Manager and all agreed that the requirements were for them to do their due diligence in trying to find the lost/stolen nonconforming parts, and if there was no traceability as to where they were, they would need an Engineering and Quality review to determine the potential impacts if the parts were installed unrepaired on an airplane and then present all of their findings to the FAA with a "self disclosure."
Mitch's Quality Director however decided Boeing would not be disclosing anything to the FAA, and Engineering decided they wanted nothing to do with this embarrassing Boeing QMS (Quality Management System) failure. So, Mitch was left being pressured again to just buy the NC-SOIs off without any investigation of where the parts were to make them go away. He wouldn't do it, so his management deemed him the "problem" in keeping the NC-SOIs from being bought off without the required investigation.
Mitch wasn't fired, but suffered other actions against him by his Boeing QA senior management for trying to do the right thing. Over the past six years, his QA management's pressure and penalties for Mitch to stop following QA processes and to stop putting QA process failures in writing anywhere has been on a constant increase.
He's been banished to 2nd shift, denied an opportunity for 3rd shift, his Performance Management Reviews (PMs) were lowered for following procedures, he was ambushed with a 60 Day Action Plan his management didn't have the balls to look him in the face to tell him about, false rumors about him were spread around by his QA management which were then documented on his PM and his score lowered because of it, he was blocked from being offered a position back in his home state, he was blocked from a job offer in another Division, and on and on.
But such retaliation on the job is not the only thing that can happen to you if you attempt to do your QA job at Boeing. Mitch was QA Manager over the factory MRSA, and another QA Manager ran the other MRSAs. The other QA Manager was also being pressured to just close out the NC-SOIs without the required investigation like Mitch was. He pushed back and demanded an investigation be completed. He was placed on a PIP (Performance Improvement Plan) for not getting the NC-SOIs closed out fast enough. After another QA Manager rollerstamped the NC-SOIs off, he was terminated.
This issue of "lost" and stolen defective and scrap parts' installation on now compromised 787 airplanes again shows how utterly broken Boeing's quality system still is, over 15 years after I reported that to both the FAA and Boeing in 2002/2003. Unfortunately, as Boeing has regulatory captured the FAA, Boeing's quality system will only devolve even more over time, IMO, as Boeing controls the FAA, and not the other way around as it is supposed to be.
It also must be noted that their isn't really a direct Boeing procedure on how QA is supposed to investigate "lost" and stolen defective and scrap parts. Why not? That's because nonconforming and scrap MRSA parts are NEVER supposed to be lost or stolen, so no procedure exists for that scenario.
This proves the most likely thing by far is that the thousands of noted defective and scrapped parts are actually installed on 787s in service today, rather than just being "lost." As Mitch rightly notes, such parts just don't disappear into nothingness or walk off themselves. That means that in the vast majority of cases, the noted thousands of defective and scrapped parts were actually stolen by Manufacturing (with QA help in some cases as noted) to install on production 787s. That means almost every 787 in service today could have one or more of these defective and scrap parts installed on them, including the noted two fuselage sections, an unknown quantity of Aft Pressure Bulkheads, and other safety critical parts.
Boeing QA Manager Whistleblower Reveals That 787s Have Foreign Object Debris (FOD) That Is a Safety of Flight Issue That Boeing Has Refused to Fix
Today comes the new revelation from Mitch, our Boeing QA Manager Whistleblower, about more wrongdoing by Boeing management that has allowed Foreign Object Debris (FOD) to remain on 787s now in service despite Boeing having known about this 787 FOD problem for at least five years, and has let hundreds of 787s deliver with this FOD condition.
This 787 FOD condition was reported to the FAA by whistleblower Mitch over eight months ago as his management refused to do anything about it in the delivered fleet and at Boeing in Everett, Washington and North Charleston, South Carolina 787 factories.
Here is Mitch's whistleblower report to the FAA:
August 16, 2017
(FAA Name)
c/o (FAA Name)
800 Independence Ave. SW
Washington DC 20591
Dear (Name) and (name),
As you may recall, I filed case (number) with the FAA against The Boeing Co. After receiving their response for the issues I reported, I found that they have provided disturbingly false information to the FAA and OSHA and appear to be attempting to misrepresent and minimize the safety concerns I identified. It is my understanding that it is against Federal Law to provide the Government with false information, so I wanted to include my objective evidence to show the inconsistencies and false information provided by Boeing to the FAA and OSHA. Please see attached Response summary, my affidavit and copies of my supporting documents.
Also, as I was reviewing my records for those issues, I came across another issue I felt you should be made aware of. I fought this issue but was unsuccessful in getting the correct actions taken. It bothered me for a very long time, but I had no recourse in getting it corrected at the time.
We discovered that when the floor boards were being installed on the passenger deck, the fastener's threads holding down the floor boards were being peeled off by the E-nuts, allowing metal slivers (up to 3" long) to be created and fall on top of wiring, electronic boxes and the Electronic Equipment (EE) Bays. Quality Leadership decided to allow the metal slivers (FOD) to remain above the cargo areas without cleaning it up as they felt it would cost too much and take too much time to remove the ceiling cargo liners to have the metal slivers removed. My fear is that these metal slivers will migrate and cause electrical shorts or possibly a fire on one of our airplanes.
I have attached e-mails and a picture as evidence of the issue. This picture is just one of many examples of the 100s and/or 1000s of fasteners we found with this condition across numerous different line numbers at BSC. We also found that there was a layer of slivers lying on top of some of the cargo liners, wire bundles and electronic equipment that had fallen from the screws. Leadership had NC's written and LE deemed the areas "use as is" (UAI). The metal FOD was allowed to remain on those airplanes identified in the attached.
End of FAA whistleblower report.
As you can see in the picture above that was sent as part of Mitch's whistleblower report to the FAA, the FOD is titanium metallic curls peeled off of the threads of the BACS12LM 787 floor panel attach fastener when it was installed. These metal curls detach and fall on anything below--cargo compartment ceiling panels, wiring, electronic boxes and the everything in the Electronic Equipment (EE) Bays of every 787.
Mitch says Boeing Quality Leadership knew about this E-nut FOD for over five years but did nothing to have the FOD removed or to correct the issue. Engineering at Boeing provided a "use as is" disposition on the Nonconformance records (NC's) for the E-nut FOD, which is beyond their authority to do.
Had it not been for Mitch's complaint, Boeing would still be delivering airplanes with loads of this metal FOD floating around in the power panels, electronic equipment bays, black boxes, flight control modules, etc.
Mitch received a letter from the FAA stating they substantiated this complaint and are taking appropriate actions. And they appear to be doing so, at least for airplanes in production at Boeing at the time of Mitch's FAA whistleblower complaint and after.
The FAA did their own inspections and found E-nut FOD in every 787 they inspected at Boeing's Everett, Washington and North Charleston South Carolina Factories.
The FAA issued a DAI (Designated Airworthiness Inspection) to Boeing, forcing them to clean all airplanes in production on their Everett and North Charleston 787 production lines, as the FAA identified this FOD condition as a safety of flight concern.
The DAI caused Boeing to miss a scheduled 787 delivery in Everett. The FAA so far inexplicably has not released an AD (Airworthiness Directive) to all airlines/operators with 787s to have those airplanes in service inspected and the FOD removed. With that in mind, you may not want to fly on any 787s in service until such an AD is released by the FAA and this safety critical FOD issue is finally removed from the in-service fleet.
The FAA had to force Boeing to do the right thing and assure certain in production 787s are safe from this FOD by issuing the DAI, but have so far not addressed 787s in service, as noted.
Boeing QA management was unable on multiple separate occasions to do the right thing itself, despite Mitch trying to get them to do so again and again.
As noted, this FOD was a result of the new E-nuts Boeing is using on the floor boards. When the titanium fasteners are inserted into the E-nut and tightened down, the E-nut peels a sliver of titanium off the threads of the fasteners. The slivers range from .5 inches to over 3 inches and were found in the wiring, electronic boxes and all in the EE bay. The FAA did finally it appears, but it was five years after the issue was first discovered by Boeing.
Again, Boeing Quality Leadership knew about this FOD and chose to allow it to remain rather than have the cargo panels removed and the FOD cleaned up. The E-nuts had been leaving FOD for over 5 years and Boeing had done nothing to properly address it or to assure the safety of the flying public from its effects on in-service 787s.
More background on this story is that this issue with the E-nut FOD had been going on for over five years, as noted. During that time, Boeing Liaison Engineering and Quality were trying different things to try to address it. Engineering and Quality decided to try to wet install the fasteners thinking the sealant would catch the slivers and then when it dried, the slivers would be held by the sealant. This practice had been going on for some time I guess. They discovered that not only did the sealant not catch the slivers as they thought, but they were applying the sealant on numerous planes without Engineering approval or authorization. So essentially, they were applying more "FOD" to address FOD without authorization and it didn't work as anticipated.
Another process they tried was to pre-torque the fasteners before they installed them on the plane. They created a fixture with E-nuts installed. They had someone sit and install and remove hundreds and hundreds of fasteners to "eliminate the slivers they created before installing them."
The spec allows reuse of the fasteners up to five times, so the thinking was to "use it" the first time by "removing the slivers" and then the 2nd use would be the first install on the plane. So, without verifying this theory, they ran with it and started installing the 2nd use fasteners on the planes. After who knows how many line numbers, they found that the fasteners produced slivers every time they were torqued.
They took a sample of fasteners (after they were doing this on the plane) and tested them. They found that the fasteners produced slivers up to the 5th time they were torqued. By this time, several planes had been assembled using this method.
From my understanding, Boeing is still trying to figure out how to rectify the problem with these fasteners. So far, they have just thrown Band-Aids at it with no real plan on how to fix it. I would think that after six years, Boeing could have come up with a redesign like using nut plates or other proven industry designs. Apparently that would have cost Boeing too much money, so they instead chose to let 787s deliver with this FOD, as noted.
Hopefully the FAA will continue to follow through on Mitch's whistleblower report, and force Boeing to finally do the right thing and pay for airlines to fix this FOD issue ASAP, rather than what Boeing frequently seems to do--the cheapest thing, as in this case, where they essentially did nothing effective to permanently rectify the issue. Such a fastener should have never been approved for use on any Boeing airplane, IMO.
As ethical Boeing QA managers like Mitch have shown, a few QA managers at Boeing still try to get their upper management to do the right thing, even though trying to do so often fails and just brings retaliation down upon them, like being blocked from better jobs within Boeing, being moved to late shifts with few duties, and retaliatory bad annual reviews. On one such review, Mitch was faulted for not working in the "gray areas" of procedures rather than the procedures themselves.
As I have experienced as a Boeing QA Inspector for almost ten years, it's the same with QA inspectors at Boeing who try to actually do their jobs instead of just mostly pretending to do them. They are punished for doing their jobs by being put in the most undesirable parts of the factory, put in make work jobs to keep them off of the production line, and extreme efforts to find reasons to terminate their employment, all of which I experienced myself when I insisted on doing my QA Inspector job at Boeing.
That's it for this latest revelation about Boeing QA issues. As noted above, you may want to avoid flying on 787s because of this and other previous revelations concerning that model, at least until these issues are finally fixed.
The Last Inspector
November 2018


text:
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text:
The sky was a deep blue, the sun just tilting toward the horizon, when those who had come to mourn filed along manicured paths into the impossibly white little chapel at L.A.'s funereal stage set known as Forest Lawn Cemetery. It had been nearly a week since Eric Hilliard Nelson and six others had been killed in a fiery Texas plane crash, but the lingering unreality about his death—he who had hardly aged in life or memory—seemed only heightened by the setting for his tribute.
Some remembered that Ricky Nelson had been there before: A 1959 dream sequence titled "Ricky Gets Married" for the old The Adventures of Ozzie and Harriet show had been filmed in the same chapel. At that time he had been the smart-aleck younger kid of the nation's most famous family, a star since age 12 of the prototypical and longest-running family sitcom in TV history. Throughout the '50s and early '60s, the Nelsons' fiction had been an American reality and Ricky's rock 'n' roll coming of age was somehow eerily a generation's own.
The Nelson family had been in seclusion since Rick's death, but they made his memorial service as open-to-the-public as his life had been. A crowd of 1,000 watched his mother, Harriet, tiny and fragile at 71; his brother, David, now a middle-aged 49; his ex-wife, Kristin, whose 1982 divorce from Nelson had shaken the clan; his sons, Sam, 11, twins Matthew and Gunnar, 18, and his daughter, Tracy, 22, already a veteran carrying the family's acting tradition into its fourth generation.
The service began bizarrely with a 20-minute sermon by Jesuit Father Frank Parrish, who said, "I think of him in heaven playing his instrument while all the heavenly beings gather around him, just like the teenagers on earth." The Nelsons, however, brought genuine feeling to the ceremony. Tracy eulogized her father, saying, "I remember his grace, his gentleness. He was the kindest man you ever met. The man had class. He was an artist. He was wise—and he loved ice cream." Sam read a poem, and his twins harmonized in small, out-of-tune voices on their father's song Easy To Be Free. Brother David, struggling to contain his emotions, read condolences from President Reagan, recalled his kid brother's boyish pranks and led the congregation in the Lord's Prayer. Years ago, he said, their late father, Ozzie, used to sing along with an operatic version of the prayer with his sons. Then the family left with a few close friends for a private burial service, leaving the onlookers talking about Ricky. What had he been up to since the waning of his fame? What had happened? Where had all those years gone, anyway?
Nelson's last few days, by all accounts, had been happy ones, perhaps typically marked by nostalgia, an act of generosity and a belief that the future was looking brighter. It was around dusk on Saturday, Dec. 28 when word reached the Guntersville, Ala. airstrip that a DC-3 carrying Ricky Nelson was about to land. The news was a double treat for Iris Harris and Bob Lock, local aviation enthusiasts who couldn't believe their good fortune. Ricky Nelson and a classic DC-3 in sleepy old Guntersville on the same day! The DC-3 making its approach that evening was 43 years old and had once been owned by another fabled rock star, "the Killer," Jerry Lee Lewis. After thrilling to the sight of the aircraft making a perfect landing on the field's short, 3,500-foot runway, Harris and Lock were surprised to find themselves the plane's sole welcoming committee. Harris says, "I looked all around and didn't see anybody. I couldn't believe Ricky Nelson was coming to Guntersville and there was nobody there to welcome him." When the plane taxied to a stop, there was Ricky Nelson lowering the built-in stairway. On impulse the 40-year-old schoolteacher offered Nelson a glimpse of Southern gracious-ness. "I sort of curtsied," Harris says, "and opened my arms and said 'Welcome to Guntersville.' " She says she couldn't help herself. Like a lot of people, Harris felt like she'd known Ricky Nelson all her life, as if he were "one of the family."
As the members of his band stretched their legs on the tarmac, Nelson "started unloading all their stuff himself," Harris remembers. "He was carrying bags and instruments and piling them up, ready to be loaded on the truck. I couldn't believe he was 45 years old. He looked so young. He was polite, too. I got my camera, and he posed for pictures with his arms around my shoulders. His fiancée [Helen Blair, 29] seemed to be very nice, but anytime anything started happening around Ricky, pictures or whatever, she would sort of fade away like she didn't want to take any attention away from him."
Harris and Lock gave Nelson and some of his party a lift to town. Lock, a Boeing engineer, remembers being impressed by pilot Brad Rank's professionalism. "He said he had full instrumentation, but added that he was a 'fair weather pilot.' He wouldn't take any chances with Rick aboard. They had been to Orlando and were working their way back toward the West Coast. I heard some of the band members saying that [the plane] was a whole lot better than the bus they used to tour in. It was a beautiful old, customized plane. He said he didn't have any trouble keeping the temperature comfortable because the DC-3 had a [gasoline fueled] 110,000 BTU heater in the back of the cabin." Rank told Lock that the only problem the plane suffered was a balky primer system. Primer problems can cause engines not to start, but they can't cause them to stop.
Nelson and his Stone Canyon Band had stopped off in Guntersville (pop. 7,200) as a personal favor to Ricky's old friend and former bandmate Pat Upton, who now co-owns a nightclub there called P.J.'s Alley, a 4,000-square-foot converted tire store and warehouse. That night they played two sets—mostly oldies—and P.J.'s had never seen a crowd like it, despite a club record $12 admission. The fire department gave Upton a ticket for overcrowding, and the owner had to turn folks away at the door. Among the crowd that did get in were Lock and Harris, who said that when the band took the stage in front of a raw brick wall, the audience, mostly fans age 35 to 50, screamed like teenagers. After leaving the stage dripping with sweat and pleased with the audience's reaction, Nelson offered to stay the weekend and play an unscheduled third show Monday night, though Upton says the fee he was paying was "not nearly what they would normally get."
Ricky and his fiancée stayed in the Holiday Inn's Room 106 Saturday and Sunday nights. Their room, with a view of man-made Lake Guntersville, cost $2 more than the rooms facing the parking lot. On Monday afternoon the couple visited the Uptons and their four children. They stayed about an hour, discussing old times and playing with the family's new puppies. Upton says Blair was rather quiet and retiring, like Nelson, who told his friend only that she had been a fan whom he met at one of his shows.
Monday night, when the band arrived at P.J.'s, Upton noticed a strange odor. "I thought there was a dead rat somewhere," he says. The show was delayed while an amplifier was fixed, but otherwise the evening's performance went on without a hitch. Nelson closed the show with Rave On, the song by Buddy Holly, the early rock hero who died at 22 in a 1959 plane crash. Responding to calls for more, Ricky walked out on stage twice to take a bow. His last words to the crowd were "Rave on for me."
After the show Upton and the band found the source of the unpleasant odor. A dead boa constrictor was curled up inside the faulty amp. Nelson said the seven-foot snake belonged to one of his kids and must have slithered into the amplifier for warmth over the Christmas holidays at home. The band members figured the boa had frozen to death in the unheated cargo hold of the DC-3 during the band's trip to Orlando a week earlier.
The next day, New Year's Eve, the band was scheduled to take off at 10 a.m., but pilot Rank delayed departure because of a rainy, 500-foot cloud cover, conditions he deemed too "chancy." Once the clouds moved out of the area, there was a further delay when the plane's engines failed to start. Ricky and the band whiled away the time playing Space Invaders, petting an airport cat named Garfield and eating cheeseburgers and onion rings. Nelson clowned around, donning an aviator's cap and tossing a long white scarf over his shoulder. Despite the fact that at least one band member had told friends he was afraid of the plane, none of the Stone Canyon players seemed worried during the long wait. Finally, at 2 p.m., after the fuel tanks were filled, the DC-3, white with black-and-gold trim, took off smoothly for the 450-mile flight to Dallas, where the group had a New Year's Eve date at the Park Suite Hotel.
Three hours later, near the Texas border, something happened. Rank radioed the Dallas-Fort Worth airport that there was smoke in the cockpit and asked for emergency landing fields. The airport suggested several, but Rank said he couldn't make them. He then apparently tried to land on a highway but veered away because of vehicular traffic. He put the plane down in a cow pasture near De Kalb, Texas at about 5:15 p.m. Federal investigators later said the plane made a good emergency landing and full stop, but the on-board fire by that time was intense enough to melt aluminum. Rank, 34, and co-pilot Kenneth Ferguson, 40, were able to escape, apparently through a cockpit emergency hatch, though they suffered severe burns and smoke inhalation. The plane burned for four hours. The remains of the seven passengers were found huddled near the cockpit door. Dead with Nelson and Blair were bass player Patrick Woodward, 35; drummer Rick Intveld, 22; pianist Andy Chapin, 30; soundman Clark Russell, 35, and brilliant lead guitarist Bobby Neal, 38. A week after the accident, the pilots were still too injured to talk. By that time, the investigation of the crash had focused on a broken fuel line that fed the powerful cabin heater. Authorities said a full report on the cause of the crash might take six months.
A few hours after the crash, a phone rang in the L.A. home of James Burton, the talented guitarist who gave Nelson's first records much of their rockabilly authenticity. Burton, 44, who attended Hollywood High School with Nelson and cruised Hollywood Boulevard with him on their motorcycles, remembers, "My wife and I were getting ready to go to Las Vegas for New Year's Eve. She answered the phone, then screamed and dropped it. Ricky and his band were dead."
That sort of shock was widespread. For a certain generation, Ricky was supposed to live forever, like youth, like the era when rock 'n' roll would never die. His music may never have gotten great respect—he was a guy who never could shake the boyish "y" from his name—but after his death, tributes burnished his memory. As rock critic David Hinkley put it, "the deceptively clean-cut kid named Ricky Nelson" helped "smuggle rock and roll into American living rooms." Rock historian Greg Shaw once said, "Of all the Hollywood teen idols, only one can be said to have any claim to lasting importance—Ricky Nelson…."
Even the beginning of his musical career seems as if it had been scripted for his parents' TV show. In 1957 a high school girlfriend visited Ricky and swooned when an Elvis Presley song played on the radio. "To impress her," Ricky later remembered, "I said, 'I'm going to make a record.' She laughed. And then I thought, 'I'm going to make a record and hand it to her.' " Instead he formed a band and recorded a cover of the Fats Domino hit, I'm Walkin'. In April 1957 the band took the unusual step of playing the song on The Adventures of Ozzie and Harriet. "Nobody realized the power of television," Nelson said. "Within a week we sold a million records."
The tactic became a standard feature of the TV show, making Ricky, in a sense, the first rock-video star. During the next few years he churned out such smash hits as Be-Bop Baby, My Bucket's Got a Hole in It, Poor Little Fool, It's Late, Travelin' Man and Hello Mary Lou. By 21, he had recorded nine gold singles, sold 35 million records and was making about $400,000 a year when that sum could nearly buy Bur-bank. LIFE magazine put him on its cover in 1958 and coined a new phrase to describe him: Teen Idol.
The idyll ended in the mid-'60s. The British pop invasion led by the Beatles eclipsed Nelson's career, as it did those of others, like Fabian, Frankie Avalon, Bobby Vinton and even the great Elvis. With the advent of psychedelic sound, Ricky's boy-next-door charm seemed hopelessly dated. But he was still making good money; in 1963 canny Ozzie had his son sign a 20-year contract with Decca Records.
Ricky took the change in musical style in good grace, and he never abandoned his work. To a greater degree than any other early rocker, his perseverance turned into durable survival. Galvanized by Bob Dylan's 1969 country LP, Nashville Skyline, Nelson formed a new group, the Stone Canyon Band, and tried a comeback. "Ricky decided to record country music because he thought it was the basis for rock 'n' roll," remembers guitarist Burton. "He loved it." His cover of Dylan's She Belongs to Me was a minor 1969 hit, but Nelson's country music, never caught on. The sound created by the Stone Canyon Band, however, surfaced resoundingly in the 1970s in the megahits of such groups as the Eagles, Fleetwood Mac, Poco and the New Riders of the Purple Sage. Nelson got little credit for that.
He would, in fact, have only one more big hit, a triumph salvaged from adversity. At a Madison Square Garden appearance in 1971, Rick was booed unmercifully when he tried to sing new songs instead of his oldies. His manager, Greg McDonald, claims the boos were directed at a fight on the balcony. "They were booing the police, not Rick," McDonald says, "but Rick took it personally." Afterward he wrote 1972's wry Garden Party, a pointed and self-revealing comment on those who would have him remain "Little Ricky" forever.
And then? He played state fairs, the clubs, sometimes 200 nights a year. The touring took a toll on his wife and family. In 1963 he had married artist Kristin Harmon, then 17, the daughter of football great Tom Harmon and actress Elyse Knox. Never one for the Hollywood party circuit, Nelson at home was almost reclusive; the family had long valued privacy. In 1977, after 14 years of marriage, he and his wife separated. The five-year battle that ensued was traumatic and bitter and, after a brief reconciliation, ended in divorce. In court papers Rick said he was besieged by creditors, and had a $32,000 bank overdraft despite property and cars worth $707,522. Kristin won custody of the kids, and Rick moved into a Hollywood Hills estate once owned by Errol Flynn. A family friend says Rick had "a pretty bad time of it five years ago. The divorce hurt him a lot. This was the year he had just gone back to work."
Friends—and reportedly even his mother—attribute much of his resurgence to Helen Blair, for whom he bought a diamond engagement ring two Christmases ago. A native of New Jersey and a onetime animal trainer, Helen became a model and aspiring actress; she met Rick after a 1982 performance at L.A.'s Palomino Club. Helen reportedly got along well with his children, including the twins, who had moved in with their dad when they turned 18 last September. Rick was "feeling better, cheering up and getting out to meet more people," says close friend Alan Bush. "His career was on an upswing," adds manager McDonald, who points out that Rick had videotaped a concert with Fats Domino last summer (ironically scheduled to air the week of his death but now postponed) and had recorded the basic tracks for a new album. "He was very optimistic about the future."
Some of that optimism was apparent last May when family and about 30 friends gathered to celebrate Ricky's last birthday. The party went well, and it ended with a Nelson family tradition—a running, whooping entrance by his children hurling whipped cream pies at the birthday boy—well, man. Most of those who had attended the party were at his funeral last week. Like James Burton. "He was one of the most talented guys in the business," said Burton. "It was an honor to work with such a gentleman. He was my best friend, and I will miss him terribly. I think everyone who grew up in America in the '50s will miss Rick Nelson."


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And that I miss having listing management Activities like unsubscribing people so you may do regular list hygiene.
Poor Part #2: Restricted A/B Testing
A/B testing is also a very important Feature to have for any email service. Doing this regularly will help you better your conversion and open prices.
ConvertKit allows you to divide Test your subject lines like this:
Which is useful, for certain.
But there's no way to divide test For things like delivery time, email body content, or automations.
Poor Part #3: maybe not a ton of customization choices for forms and templates
I do like the types that ConvertKit provides. They're nice and clean.
But the kind editor is very Limited. Besides color, there's not much you can change. By way of example, there's no method to change the font for any one of the text.
Unless you're willing to add in Your CSS.
This is not a big deal for me personally, as I use Thrive Leads for my forms. However, for folks who do not use a third party tool, the lack of customization could be an issue.
Bad Part #4: No email templates
I do not personally send out email Newsletter type mails, so this isn't so big a deal with me personally.
However, I know some businesses do want This, that is why MailChimp is still popular.
ConvertKit has a couple of email Templates, however, the process of using them is very tedious. You'll want to muck about with HTML and CSS that not everybody wishes to do.
So you will want to look elsewhere If that is what you want.
Some of The Best Attributes
Cool Feature #1: Seamless Visual Automation Editor
I really like the ConvertKit's Visual automation editor. It's a joy to use, especially when you compare it to a number of the other automation editors on the market.
That's because ConvertKit makes Editing each step on your automation workflow easy.
Let's say one of the steps in Your automation is sending an email. With other providers, editing the email will take you out of this automation editor and into a separate email editor page. This may cause you to lose context of what you're doing.
With ConvertKit, everything is Done inside the automation editor itself. So clicking on an email step will allow you to edit it inline. And you can also edit your forms in the same way.
It is a great experience and it Puts additional automation editors to shame.
Cool Characteristic #2: Simple Segmentation within emails
Another useful feature is ConvertKit's capacity to segment individual emails with conditional tags.
So let us say you wanted to create One email to your list, however, add a bonus voucher to your VIP customers. You can do this in ConvertKit like this:
Pretty cool, right?
The syntax might look a little Odd to non-techies and you may have difficulty remembering exactly what to type if you proceed to use it.
To assist with this, you can click On the Personalize menu in the editor toolbar and then click on the Subscriber's tags menu item. ConvertKit will then insert the right code snippet template directly to your email.
All You Have to do is change to Your label, and upgrade the content for both branches.
Cool Characteristic #3: Automobile resend broadcasts to un-opens
Every time you send out a Broadcast email, a certain proportion of people won't open it. Hubspot says marketing and advertising emails just receive 25% email open prices.
Maybe you did not write a good Headline, or they were too busy at the time to have a look.
ConvertKit has a fantastic feature Where you can resend your air to the men and women who didn't open it the first time.
This is available in stats page, Where you'll see a button called Resend into Unopens.
Pressing It's Going to Permit You to Re-send your email again, where you can make changes to your Subject Line if you wish.
I love this because you are able to Boost the eyeballs you receive for every broadcast you ship out.
Cool Characteristic #4: Lead Magnet Double Opt-in
There are debates everywhere About whether you should use double opt-in vs single opt-in.
The main reason why you need Double opt-in is that it is going to improve your email list quality. But the main argument against is the excess measure will damage your conversions.
All this is accurate.
But if you're using lead Magnets, then ConvertKit can handle dual opt-in for you automatically like this.
After the user clicks on the downloading Button to acquire their lead magnet, they are automatically chosen. So you get the best of both worlds! Convertkit Revenue
Click here to start your free trial of ConvertKit.
Details of ConvertKit
ConvertKit consists of 5 major building blocks. Let us take a glance at each.
Forms are how you get subscribers Into your account. ConvertKit allows you to create both kinds and landing pages.
Forms can be embedded on any webpage Of your site, or via a typical modal popup. Landing pages are its own dedicated page hosted on ConvertKit's servers or your own site with a WordPress plugin.
There are 3 Chief styles to select From for regular types. Full, Minimal, and Clean.
As mentioned above, the kind Editor doesn't provide you many customization options, even though the built-in fashions do have a nice clean look .
Landing pages also just have 3 Styles to pick from and the same limited customization options.
To tie everything together, let us Discuss ConvertKit's automations.
In ConvertKit, subscribers can Enter an automation in 4 distinct ways.
Throughout a form, getting labeled, Possessing a customized area updated, or from a purchase.
From there, you can add an Event, Action or Condition.
Actions are the simplest to understand. The most common activities are adding a subscriber to one of your email strings, either remove or add a label, setting a customized area, or introducing a delay.
Requirements let you branch your Automation based on a label or custom field.
So you could use branching to Have your VIP clients go down 1 path and your non-VIPs go right down another path like this:
Last, you have Events, which pull your subscriber Forward to another step in the automation once an event happens.
Let's say one of the readers Is on day two of the 5 part email sequence, which is trying to get them to buy your merchandise.
You can add an event to your Automation utilizing the Insert tag event. If on day 2, the subscriber purchases your product (and you label them as a customer), it is going to pull them out of the current email sequence they had been in.
That is handy as you won't Invite them together with the previous 3 mails in your order (by requesting them to purchase ) since they're presently a client of yours.
ConvertKit's automation editor is Extremely fast and simple to use. As mentioned above, I really like the ability to seamlessly edit forms and emails right within the editor .
It makes for a much greater Expertise when generating new automations.
Sending one-way mails in ConvertKit is straightforward.
Since there are no lists in ConvertKit, if you send a broadcast email you will want to use their filter mechanism to target who you'll be sending your broadcast to.
You will most often use the Subscribed to filter where you Can segment your broadcast to specific forms, tags, strings or merchandise.
The email editor is only your Standard HTML email editor, with a few additional choices. Click on the A/B button next to the subject line and you're able to start a split evaluation between a few different headlines.
The customization button may be Used to input in merge tags into your email or to use the in-email label segmentation I talked about above.{ Convertkit Revenue
Sequences are where you can Create autoresponders, a series of emails that get delivered to your readers in a predefined schedule of your own choice.
On the left, you'll see all the Mails in your series along with when they will be routed out. You may drag mails around on the left to quickly change the order they are sent.
On the right, you'll see the same Email editor as you get for Broadcasts. So the very same characteristics apply, except you can't split test subject lines here.
Unlike MailChimp or Aweber, ConvertKit is label and not list predicated. This usually means that you have a single database of subscribers on your ConvertKit account.
To group subscribers together, You are able to use tags or make sections. With sections, you can do things like developing a group of contacts which subscribed before a particular date.
Or group subscribers by location Or any custom field you create.
ConvertKit also lets you drill Down to any specific subscriber you've got. You're able to see things like what sequences they are on, what emails you have sent them, and if you are doing e-commerce, what goods they've purchased from you.
What Happens Is there to know?
How is Their support?
ConvertKit's service is great from My experience. While there is no telephone service like Aweber has, they provide email and live chat 365 days a year, 24 hours every day.
Email response time ranges from 2-3 hours in my experience. But live chat is usually pretty responsive.
Do they Have a busy community?
They have a Facebook group Known as The ConvertKit Family. It currently has 6k members and averages around 6 posts each day.
It's a good place to get your Questions answered by additional ConvertKit users.
What Integrations do they provide?
ConvertKit includes a ton of third-party integrations. I now rely 86 at the time of the review, including with tools like LeadPages, ClickFunnels, SamCart, and Shopify.
You can find the Complete listing Of ConvertKit integrations here.
How Good is ConvertKit for direct magnets?
ConvertKit is awesome for lead magnets. Not only will it host your lead magnets to you, the automatic dual breasted is a fantastic feature.
How Great is ConvertKit for eCommerce?
ConvertKit is becoming quite a little better when it comes to eCommerce. They simply launched a new feature that's going to permit you to monitor every purchase made by a subscriber.
What makes this cool is that you just Can then start automations based on a buy.
It is only working together with Shopify and Teachable at The second, but this has a lot of potential once they get things working together with e-commerce integrations.
Can it Handle live webinars or events?
To Manage live events and Webinars, you have to have the ability to send emails out at a specific date and time. It's normal for webinars to send multiple emails at specific times before it begins, for example 24 hours 8 hours 10 minutes earlier, etc..
ConvertKit can handle live events And webinars through broadcasts only. That is not very convenient because then you need to schedule all of your mails manually.
It'd be preferable if ConvertKit gave you a way to send mails at a particular time and date. But that is currently impossible through sequences or automations.
Can they Have an affiliate program?
Yes, ConvertKit Provides the 30% recurring commissions as part of its affiliate application. The affiliate program can be hosted on Ambassador.
Alexis is the affiliate Director, and she does a wonderful job of keeping you updated about the various promotions they are running.
Who's Switching over to ConvertKit?
ConvertKit has been growing by Leaps and bounds, and I'm reading about people switching to ConvertKit every day.
Listed below are a Couple of examples of Bloggers who have switched over to ConvertKit from their old email support:
– Why I Switched To ConvertKit: The Unofficial Definitive Review
– Why I Switched From Aweber Into ConvertKit
– 10 Reasons Why I Switched From Aweber into ConvertKit
ConvertKit Vs MailChimp
MailChimp includes a couple of Things going for it versus ConvertKit. It's cheaper, and it's better email templates.
However, for everything else, ConvertKit definitely wins out. Particularly when you compare MailChimp's crappy automation editor contrary to the amazing ConvertKit one.
Plus ConvertKit has tags that Gives you much better flexibility for segmenting your subscribers. MailChimp is extremely much lacking there.
ConvertKit Vs Aweber
The only reason I'd Recommend Aweber versus ConvertKit is if you're purely doing affiliate marketing/CPA offers. Then, it might be harder to get approval on ConvertKit, and Aweber will be your very best option.
Aweber is also marginally cheaper Compared to ConvertKit.
Otherwise, ConvertKit is better Than Aweber at pretty much everything else, such as automations.
ConvertKit Vs ActiveCampaign
This is a much tougher comparison. ActiveCampaign is a superb email marketing program, with tons of features for power users. You are able to do more with its own automations, and it's better split testing capabilities.
Price wise, it's cheaper than ConvertKit at reduced subscriber amounts, but it gets more expensive as you add an increasing number of contacts.
However, ConvertKit is simpler to use, Using a nicer and crisper interface.
That one you should select depends On your organization requirements. Would you like something that just works for regular email marketing tasks, without a whole lot of work? Then ConvertKit would make a fantastic option.
But if you want more advanced or Complex automations, subsequently ActiveCampaign is the top thing to do.
ConvertKit's uses exactly the same tiered Pricing model as most other email services do. Hence the price goes up the more subscribers you have.
In comparison to its rivals, ConvertKit's pricing comes out in the middle of the pack at lesser subscriber levels.
But as you get past 10,000 Readers and past, ConvertKit really doesn't jump up as much in cost as some of the remainder.
Prices below are in case you cover Monthly, but should you pre-pay yearly, you get 2 months of service free.
ConvertKit does not normally Offer a free trial. But sometimes for different promotions, you may notice them promoting a 30-day free trial.
I've never seen some ConvertKit Discounts either. They do provide a wonderful 30-day money back guarantee, nevertheless. Convertkit Revenue
When I initially wrote this ConvertKit review, it was an up and coming email advertising service.
But three years later, ConvertKit Has firmly established itself as one of the significant players from the email marketing space.
Marketing automation is your Potential for email. It can allow you to target your clients better, leading to higher conversion and sales.
What ConvertKit does is create Marketing automations truly accessible to even non-techie men and women. Additionally, it offers you with a headache-free user experience.
While it may not be the Strongest email marketing software on the market, it doesn't aim to be. You need to know it's an email service that's geared towards bloggers and other content creators.
Just make sure you know its Limits, and decide whether you're ok with it.
If you are, then I highly Urge you give ConvertKit a try.
Click here to begin your Convertkit Free Trial. Convertkit Revenue
Click here to start your free trial of ConvertKit.


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I have wanted to start a weekly blog hop like all the ones I have been joining on here. It seemed I never got around to doing it but here I am. Finally created a button and now want to try to do this every week and hoping it gets around and a lot of people participate.
So please send the word out and join my first blog hop and tell your friends :) Post and share my button! That would rock!
So the rules apply as any other blog hop. Leave a comment so I can follow you back if I'm not already following your fantastic blog! Have fun, be kind and rewind!
Let's get to hoppin'


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FIFA's Chief Medical Officer Professor Jiri Dvorak has said that the 'abuse' of painkillers could put the careers and long-term health of footballers in jeopardy.
During the 2010 FIFA World Cup South Africa™, FIFA's Medical Department asked team doctors to provide a list of medications which players were taking prior to each game. Previous surveys at international tournaments established that many players were using large numbers of painkilling and non steroidal anti-inflammatory drugs.
The results from South Africa 2010, published recently in the British Journal of Sports Medicine, show higher levels of use than ever before. Indeed, 39 per cent of all players took painkillers before every game.
Experts warn that painkilling medication can be particularly dangerous in professional sport. In high-intensity exercise like football, a player's kidneys are continuously working hard, making them more vulnerable to damage from strong drugs.
FIFA.com: During South Africa 2010, FIFA initiated a study about painkillers, and the results are now available. Can you summarise the results of this study? Prof Jiri Dvorak: Since 1998 we've collected data about the intake of medication for all players at every FIFA tournament, which roughly equates to 55 competitions from U-17 tournaments to senior club and national team competitions. The results are striking. Even at U-17 level, between 20-25 per cent of players are taking anti-inflammatory drugs and painkillers and this increases to senior World Cup levels, which sees 30-35 per cent of usage. When we combine that with the usage of non steroidal anti-inflammatory drugs, it equates to about half of the players.
Some of the players are probably taking this medication without a prescription from the team doctors, they're just taking them and then telling the doctor. Others are taking them under prescription from the doctors as they're suffering some kind of pain or discomfort. But other players could also be using these painkillers in advance to reduce the pain caused by potential discomfort during a match. That could be dangerous.
By masking symptoms through painkillers, you could be covering something which could be important in the long run.
*At the recent Medical Conference in Budapest, you "warned" the players not to abuse taking painkillers (and supplements). What are the dangers for players? *First of all, we need to raise awareness with the physicians responsible for the teams in all member associations so they think twice before prescribing this type of medication. Every medication you take has potential side effects, such as the building of blood content, but it could also have a negative effect on the function of the liver and kidneys, particularly if a particular medication has been taken for a long time. Some of the medications can also irritate the gastro-intestinal tract which can lead to internal bleeding of different magnitudes.
Is there, or should there be, a clear and strong regulation about the use of painkillers?
This is not up to FIFA, it's up to WADA. While we have knowledge about the misuse or abuse of these painkillers, we have to focus on education. Our duty is to educate medical and paramedical personnel and players. They have to understand that if discomfort or pain is being suffered, it means that something is not functioning correctly. By masking symptoms through painkillers, you could be covering something which could be important in the long run. For example, small cartilage lesions can lead to larger lesions and this could lead to the early onset of osteo-arthritis.
Every individual needs time for rehabilitation and recuperation and that leads to the obvious question 'are they playing too much?' or 'are they under too much pressure to play?' Doctors and players are under pressure from managers and coaches for economical or sporting reasons , but it should be realised that every individual takes a different amount of time to recover. Above all however, is that football should be promoted as a health-enhancing activity and that's why our primary concern is the health of players.


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Therapists should be aware that clients may see them in a very different light. They should also be aware that these impressions are a matter of perspective and there may be fewer real differences than either therapist or client imagines.
Robert Burns wrote
Wad that God the giftie gie us
To see ourselves as others see us
In principle we all have such a gift (except perhaps people with autism, but that's another discussion). In practice, this gift tends to be underused, especially in the consulting room.
You know that the suit you're wearing is your one and only: your client sees only a guy in a sharp suit. You know that you live in a bedsit. Your client imagines you live in a mansion. You know your bed is unmade and your fridge is empty. Your client imagines you're a model of organisation. You know you argued with your husband last night. Your client imagines you never lose your temper.
The limited contact we have with clients permits us to present an image which might be unrecognisable (and frankly incredible!) to our friends and families. Professionalism requires clarity and composure which may seem unattainable to someone whose life is crumbling around them: little do they know that you can only keep it up for an hour at a time.
This is not to say that we should be regaling our clients with tales of our ineptitude and social inadequacy. Rather, we should not buy into our own publicity and see ourselves as being so very different from our clients. Sometimes it can be useful to be reminded of how we look from the other chair.
The following is the first few paragraphs of a reflection on the differences between clients and staff. The full text can be found here.
I am a resident. You reside.
I am admitted. You move in.
I have behavior problems. You are rude.
I am non-compliant. You don't like being told what to do.
When I ask you out to dinner, it is an outing. When you ask someone out, it is a date.
I don't know how many people have read the progress notes people write about me. I don't even know what's in there. You didn't speak to your best friend for a month after she read your journal.


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to those of you who did not even know about this contest, there's no time to explain. for those who did participate in this contest a few months back, i'm asking you whether you knew about being grouped together with 9-10 other contestants in A – J groupings to complete a challenge?
i didn't know until one of my teammates lissa left a comment in my latest posting. thanks girl! *high 5*
it seems that :
- i'm in group A – you can check out which group you're in by clicking this link 'semak nama anda'
- there are 10 juries assigned for each team – my team, group A's jury is alyrds a.k.a ally ardee simin. to check the jury for your team, click here.
- the first challenge is titled, 'kelahiran' which is a very fluid word – not just confined to giving birth, or being born. creativity is key. for information and rules on the challenge, click here.
- i'm guessing this would be the first of many, many challenges since there are so many contestants; and ms lina wanna pick a winner ala survivor or AF – where contestants are voted out in a team, in pairs, or individually.
- also, you may need to inform and remind your teammates of this challenge since there is a possibility that if one teammate didn't submit an entry, the whole team might be eliminated!
- leave your permalink here for jury 'inspection'!
- your entries are due 8th july!
i really didn't know about all this, and ms. lina concurs when she wrote this posting to wonder why out of hundreds of participants, only four have sent in their entries? well, we had no idea!
anyways, i'm just doing my part as a fellow blogger in this big ol world wide web to inform participants of this first challenge, because i wished someone had told me sooner! i'm weaving words in my head already.
good luck to you people!


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Just flipped! Rtr
Sent from my SM-G950U using Tapatalk
Just flipped! Rtr
Sent from my SM-G950U using Tapatalk
Sent from my iPhone using Tapatalk
"I don't know what class is but I can tell when one has it, you can tell from a mile away"
-- Coach Bryant
"We always talk about playing 60 minutes but this is a 60-10 game: the 60 minutes of the game and the 10 minutes in the locker room after the game that you remember for the rest of your life."
-- Nick Saban day after beating Clemson
Outstanding, Astounding, Amazing!
Roll Tide!!
Sent from my iPad
Wow Huge!
Awesome! Roll Tide!!
What a pickup!
I really wanted this guy and was so disappointed when he chose Michigan.
This is great! Welcome and Roll Tide Daxton!
That'll be a position of need, with DT gone...
"The cure for boredom is curiosity. There is no cure for curiosity. - Ellen Parr"
'If today were the last day of my life, would I want to do what I am about to do today?' - Steve Jobs
I would rather live my life as if there is a god and die to find out there isn't, than live my life as if there isn't and die to find out there is. Albert Camus
"When Fascism comes to America, it will be wrapped in the flag and carrying a cross." - Sinclair Lewis
Roll Tide!! Is he an EE?
Sent from my iPhone using Tapatalk
Rammer Jammer, Yellow Hammer!!
WOW!!!! What an awesome flip and pick-up. Getting him away from Harbaugh makes it even sweeter. Welcome and RTR Dax.
Also just flipped Jeffery Carter from A&M
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Roll Tide!
Welcome to Bama!
Hill can be a 1st team all-American if he puts the effort in.


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Sigurdsson feared Everton deal would collapse
There were times when Gylfi Sigurdsson feared his move from Swansea City to Everton would not get over the line.
The Iceland international arrived at Goodison Park this week for a club-record fee reported to be in the region of £45million .
Everton 9/1 with dabblebet to win at Man City
Editors' Picks
- 'I'm past having to wait' - Jesus desperate for more game time at Manchester City
- 'He can still do better' – Tuchel wants more from Neymar after PSG winner
- 'I think it's too early' - Henderson plays down Liverpool's Champions League favourite talk
- Sancho had no intention of joining Man Utd in the summer, says Dortmund sporting director
Sigurdsson's switch came following weeks of negotiations between the two clubs in one of the more protracted transfers of the window.
"I think I've got to be honest, of course there were some times and some days that you thought this eventually might not go through," Sigurdsson said.
"But thankfully the manager and the club were very patient and managed to finish it off."
Sigurdsson has not played since Swansea's opening pre-season friendly against Barnet on July 12, having pulled out of a tour to the United States the following morning as his team-mates prepared to travel.
Explaining the reason behind his withdrawal, Sigurdsson said: "I think the clubs were close to agreeing something, so there was maybe no point in flying out there just to fly back the day after.
"But then that was kind of the story of the summer. They were getting close, and then nothing happened.
"Maybe in the next couple of days it was supposed to happen, and then nothing happened, so it did drag on a long, long time, but that's just the way it is.
"I had a close relationship not just with the team but with the manager. I really respect him. But we all just thought it was that close to being done.
"I think both clubs, myself and the manager and the team decided for me to stay back."