It is disappointing that there is so much posturing taking place. It would be wrong for management to attack all employees because it is having a problem with one employee group. Even during strikes, the plants have stayed open.

349

We have the most leverage of any work group at the Boeing Company on the bottom line. We design the process. We design the product. We determine the materials.

280

In the beginning, we were concerned because we were all losing our jobs, but in an environment of stable employment the urgency dissipates. But it's still an important issue. What's at play is the long-term tech expertise of our company and our professions.

199

The fundamental issue has always been employment security. Outsourcing is seen as an attack on employment security. Fundamentally, the issue of employment security has not gone away. But because of the global economy, it's hard to say you're anti-outsourcing.

188

Everybody remembers 2000. They don't remember 2002. We didn't once across the table say strike. We negotiated a contract that was arguably the best contract negotiated with Boeing management that year. Nobody noticed.

182

There was a sense of arrogance [under the previous CEOs]. There was a feeling that the people in Chicago thought they were the center of the universe.

167

They spit in the face of every technical employee at the Boeing Co. and we are going to stand up to that challenge. We will stun the company with our strike and we will stop the company with our strike.

161

We not only want to catch up to the market, we want to lead the market. We think that's appropriate and a true reflection of our contributions to the company.

159

As engineers, we have a different perspective. If a company really wants to get its product to be the best in all areas, then it must listen to all sides. A union is the best vehicle to carry the engineers' perspective.

148