It has seemed like all of Boeing Executive management has wanted to get in on the action of my retaliatory termination. While Jerry Calhoun, V.P. of H.R. for BCA signed off on my termination, which meant his boss and close personal friend Alan Mulally, CEO of BCA, was in on the action, Boeing Headquarters personnel piled on too.

My termination was one of the last major accomplishments of Doug Bain, Chief Counsel of the Boeing Company, who may have resented not only my turning of some of BCA’s most egregious fraud into the FAA, but also may have resented the couple times he had to travel from his cushy office in Chicago to help local BCA attorneys in figuring out what to do with me. At least one of those trips he had to visit my worksite itself as noted elsewhere on my main site, something someone who likely rarely stepped out of his mahogany lined Boeing World Headquarters offices other than to golf might not have wanted to even contemplate, much less do.

His other major accomplishment of the time was to get Boeing off extremely lightly for the 767 Tanker procurement fraud scandal and the EELV Lockheed competition sensitive data theft scandal.

Career Justice Department officials (not the political hacks appointed by the current administration which have been demonstrated to perjure themselves before Congress while under oath) deciding what sanctions to apply to Boeing in those cases recommended a purported 750 million dollar fine and requiring Boeing to plead guilty to criminal charges in order to keep their government contracts.

The noted Justice Department politically appointed officials then overruled what the knowledgeable and arguably much less biased career Justice Department attorneys wanted, and instead imposed a 50 million dollar fine and a 565 million dollar restitution for the cost of the fraud to the government and nixed the requirement of a fitting criminal plea for the Boeing corporation as a whole.

The U.S. Attorney General’s politically appointed deputy who arranged this favorable deal for Boeing later perjured himself before Congress in the current U.S. Attorney Scandal, then resigned because he said he needed a better job to pay for his kid’s college (too bad his kids apparently did not distinguish themselves in high school athletically and/or academically enough so they could get full rides to universities to spare their dad to have to resign from his prestigious job at DOJ so he could pay for their education. Of course, they cannot be blamed, as we all know some children can’t achieve the excellence required for such full rides, no matter how hard they try. Plus, some children want to be children, and not study enough just to achieve such full rides to spare their parents Ivy League college expenses, no matter how smart they are). (A Link about the situation: http://www.popandpolitics.com/2007/05/1 ... -clueless/ .)

I heard a very obvious observation that no one else seemed to pick up about this Deputy A.G.’s resignation to pay for his kids college which just happened to coincide with his implication in the U.S. Attorney scandal The wry observation (from Comedy Central, I believe) went something like this: “What Deputy United States A.G.wouldn’t resign his $200,000 a year job without another job lined up if he needed to pay for his kid’s college? Funny, but true, unless he had a promise of a position somewhere that would meet his financial goals and still allow ample time off between jobs for a nice respite from the pressures of being at the center of the U.S. Attorney firing scandal that some think, after reviewing the evidence, was an attempt to rig the 2008 elections for Republicans like the three elections before were arguably rigged. Supposedly this is because Republicans don’t believe they can win Congressional and Presidential elections without such fraud. I was watching This Week with George Stephanopoulos recently in which George Will seemed to confirm that elections going forward would be difficult for Republicans, as he said a “Democratic explosion” seemed to be coming up, meaning the party would expand to far more than the 53% or so of the country party it has been in past elections. But enough of politics.

Anyway, the DOJ’s Boeing GSA (Global Settlement Agreement) was a coup for Boeing, and another feather in the hat of Boeing’s legal team led by Bain, who necessarily became very good over the years at getting Boeing out of numerous such self corruption induced jams at minimal cost to the bottom line, and kept as many executives as possible involved in corruption out of prison and on the golf links.

Boeing CEO Jim McNerney almost surely knew of my termination as well as he was closely briefed by Doug Bain, who he rightly called “Dr. Death” (at least right in terms of what he did to my career as the last inspector at Boeing).

But, even lesser Boeing Executive management got intimately involved in “sizing me up” for termination, one of which was Carolyn Corvi, I strongly suspect, who was (and may still be) V.P of Airplane Programs for BCA, who also seemed to double as Private Investigator for Boeing in my case. Read about the encounter I had with her that follows, and you can be the judge. This occurred in late 2005 or early 2006. I can’t narrow it down more than that due to Boeing had my records on the event confiscated during my false arrest and coinciding similarly unjust seizure of my property:

The “Corvi Experiment” began with a visit from my ethically challenged boss, who told me that in a week or so that I was being volunteered to be part of Carolyn Corvi’s entourage during her visit to PSD to teach Lean techniques to key personnel at Boeing that could spread her teachings throughout their organizations.

Corvi, who sprung to her current position from being V.P. of the Propulsion Systems Division of Boeing where I worked, spent a few hours each week at a BCA site acting as a sort of Zen Master of Lean, where she helped guide sites’ Lean implementation efforts they already had underway through her apparently vast knowledge of Lean Manufacturing.

Of course, Lean didn’t just apply to manufacturing. Boeing was implementing lean throughout the organization, including in white collar jobs such a Engineering as well.

I got my marching orders from my boss on what I was supposed to cover for our organization, QA, in my meeting with Lean “Zen Master” Corvi.

I was supposed to tell her of the project I had been working on at the direction of my boss in which I was going through every job paper at PSD and documenting inspection points on the paper and the basis of those inspections, in my management’s hopes of finding inspections on jobs that could be deleted ASAP to save the company money and make the production process more efficient without us “non-value added” inspectors (as our management saw us, sadly) slowing down production to inspect our critical airplane component assembly work. I guess you can tell how gung-ho I, the last inspector, was about this project. I did as I was told, however, even though I knew the more urgent need was to add the inspections that were missing to the paperwork rather than just look for reasons to delete the inspections that were already there for pure efficiency, who cares about quality and safety reasons.

The day Corvi arrived soon came. Starngely, I was the only non-management person involved in the exercise. I assumed my management was just chicken about taking part with Corvi in the event, and was just passing the buck on to me so they didn’t soil their pants during the exercise with such a senior Boeing Executive.

However, I was mistaken. These excercises were supposed to be for managers who would flow down Corvi’s teachings throughout their organizations after the event.

Why was I, a lowly of the low hourly worker in a “non-value added” inspection job made part of the exercise? As they say, hindsight is 20/20. The fact that just months after this meeting I would be arrested and fired at Boeing Executive management request brings some focus to the true reason they broke the rules of such an event to include me and not my boss instead, who I had sent the data to from my assigned project frequently per his request, so he knew as much as I did about the project and so could have taken his part in the event, if he and Corvi wanted him to.

I think, in hindsight, the true reason the bent the rules to ensure I took part is quite obvious—Corvi wanted me to be a part of the exercise not to be a part of the exercise, but instead wanted me to be there for a similar reason Boeing Chief Counsel Doug Bain personnally investigated what kind of person I was. I don’t believe that Bain suspected I was a person that had leaked info on Boeing to the press at the time of his visits, although he knew I had told his legal department at the time that I would go public if Boeing did not put its quality system back in working and compliant order even though the corrupt part of the FAA whose job it was to ensure Boeing QA system compliance had refused to make Boeing do so.

I believe the reason Corvi wanted to meet me under the pretense of the exercise was because Boeing was in retaliation mode by then, and they suspected I did go public as I promised to do if Boeing didn’t take any action to end their fraud (which they did not), albeit in an anonymous way, and they suspected that I had leaked (among other stories) the 787 BCA site selection choice to the press, before that decision was officially decided by the Boeing BOD (Board of Directors), whereas they thought it was a Boeing Executive that had done so to pressure the BOD to go with BCA’s recommendation of giving Everett final assembly of the 787, prior to deciding I must be the culprit.

I believe that Boeing had already deemed me guilty of being the notorious leaker by then, after a corporate investigation “with hunt” that I suspect did not involve just legal methods of investigation. Of course, if they suspected me as I think they did by that time, it would have been an embarrassment for them. Bain had apparently deemed me to be not a threat to the way they wanted to continue to do business, so I was ignored, apparently. When they decided later that I leaked the 787 site selection story, among others, after they had suspected one of their own, they likely became P.O.ed. that I apparently had not ceased my efforts to bring them to justice and that I was apparently a much greater threat to their plans than Bain and Co. had deemed me to be before.

That meant they had to decide how to handle me yet again. As Bain’s read of my threat to “business as usual” was apparently wrong, they had to do the same exercise over again, except much more directly than Bain’s failed stealth visit to my workplace.

Hence, I was picked for the Corvi Lean exercise. Who knows, they may have even scheduled that week’s Lean exercise at PSD just so Corvi could “size me up” and recommend what to do with me to her superiors.

Corvi arrived that day with her “Lean expert” at her side, and we had a preliminary meeting in a conference room in which she explained to the managers and me who were part of the exercise what we would be doing that day. Needless to say, I was nervous. Corvi, I believe, was the highest BCA manager I had been in such a close setting with. I believe there was talk at the time of her being a candidate to succeed Mulally when he decided to call it quits, and one would have to believe she would still be one of the few considered when the current BCA CEO, Carson, calls it quits.

Once we had been briefed on what we were doing that day, we went to our respective areas to see what Lean projects were underway there. The manager would describe what they were doing and then Corvi would offer her suggestions on how to improve and expand those efforts. We all were allowed to offer our thoughts on possible improvements, as well.

When it came time to show what I was doing, I was extremely nervous, as Corvi is an imposing figure, and I was talking directly to her, even though presenting to the other managers as well did not help my nervousness. I got through the description of my bosses project, about as nervous as I was during the 6-12-06 Q13 news story of the corruption I witnessed at Boeing and of the FAA that is on my home page. A few of the managers offered suggestions, and my part was over.

After everyone was done describing their projects and having them critiqued in efforts to improve them, we all went back to the conference room where we discussed what we had seen and had action items assigned that might improve our lean projects, then we had lunch together.

This is where it really got fishy. Of course, I am not a big fan of Boeing management as you may know, and even if I was I am not the type that looks for any way to get near the most senior managers possible so they can suck up to them in hopes that that will help their careers. The last place I wanted to sit at this huge conference table was next to Corvi. But despite my attempt to sit anywhere but by her, Corvi and I ended up facing directly across each other at the table while we ate our lunches.

The last way Corvi could be described in my opinion is as a laid back person that tries to put people at ease despite her position. She was all business in her talk. Signs she was a person that had a life outside Boeing were nonexistent. So it wasn’t easy to converse with her during the lunch, which I avoided doing as much as possible.

One thing that surprised me at the lunch was the things she and her Lean cohort broached at the lunch. It was as if they were trying to drop as much Boeing Limited information as possible. She talked negatively about 787 supplier performance, and lamented the fact that BCA had to send their own engineers to help the suppliers with the design work that was supposed to be the supplier’s responsibility, which was info I had not heard of publicly.

Somehow the 737 RS (Replacement Study) was also brought up, a very publicly sensitive subject at the time as well. I don’t remember specifically any juicy details of that program given out during the lunch. I did use the opportunity to ask Corvi if they were thinking about doing a one piece composite fuselage for the 737 replacement like some regional jet supplier had done. She said they still were in the very early planning stages at that time, and they hadn’t progressed that far yet, as I remember. Her and her “Lean expert” also discussed details of the 747 Advanced program that I didn’t think were public at the time, although I rarely read the newspaper.

That was pretty much the event, less the action items we would have to do later absent Corvi. After the lunch at which those details were disclosed by Corvi and her assistant, I got the distinct feeling I was being tested for some reason, perhaps to see if I or someone else at the meeting would give the information to the press.

In hindsight, I believe my feelings were correct. Even though I disclosed none of that info to the press, and Boeing (I believe) later admitted to the press it had to send engineering help to 787 suppliers who were having trouble, I think that Corvi was in fact experimenting with me and/or attempting to entrap me by giving me that information to see if I would disclose it to the press, and confirm her and her boss’s suspicions that it was me that was the “leaker.”

You can be the judge, I guess, now that you know about this event. You may agree with my suspicions that my inclusion in the event and being spoon fed such info was an effort to entrap and/or “peg” me as a leaker of such info to the press, or you may think it was just a Lean exercise where I just happened to be the only non-manager allowed, I just happened to end up being seated against my will directly across from Corvi, and I just happened to be given such sensitive info by Corvi and her assistant. I admit that latter is possible, but I believe events both prior and after that meeting all point to Corvi using the meeting as a way of personally assessing whether I was “the one” or not for the BCA management she reported to—Mulally, and perhaps those above him.

Unfortunately, perhaps, it was my physical appearance that led Bain to not take me seriously in my attempts to get Boeing Legal to stop the fraud I witnessed. There is prejudice against those like me that are overweight. Perhaps when he saw me in person he doubted someone like me would persist in trying to end Boeing’s fraud as I wrote him I would do if Boeing did not act. If nothing else, Bain and Corvi now know that the saying to not judge a book by its cover is indeed true. Another good axiom for Corvi to pay attention to in her efforts to implement lean throughout BCA is that, “haste makes waste.” Eliminating waste through Lean so production flow is faster does have very negative effects if that immutable axiom is ignored, as I have witnessed many times. So much for the “Corvi Experiment.”