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Clear out junk files and repair common Windows errorsFree Scan →Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Repair Windows errors before they cause bigger problemsFix Now →On July 20, 2026, Boeing regained the ability to issue end-of-production airworthiness certificates for new 737 MAX and 787 airplanes—but the FAA is still supervising its production. The FAA said Boeing and the agency had seen comparable production-quality findings during eight months of alternating certificate issuance. It called the change a return of certification responsibility under FAA oversight, not an end to inspections or monitoring. Boeing says it has overhauled training, work instructions, defect controls, employee reporting and production metrics. Those are company-reported measures; they do not by themselves establish that the problems identified by investigators and auditors have been resolved.
What the FAA’s July 2026 decision means
In a July 17, 2026 announcement, the Federal Aviation Administration said Boeing could resume issuing airworthiness certificates for all 737 MAX and 787 airplanes at the end of production, effective July 20. For the preceding eight months, Boeing and FAA inspectors had issued certificates on alternating weeks, and the FAA said the production-quality findings they observed were comparable.
An airworthiness certificate is the FAA’s determination that an individual aircraft conforms to its approved design and is in a condition for safe operation. Boeing’s restored role lets it perform that certification step for the covered aircraft at the factory. It does not transfer the FAA’s overall safety authority to Boeing or mean the agency has stopped checking the work.
The FAA said it would continue inspections, audits and monitoring of production quality and compliance with approved designs. It also said it would closely observe Boeing’s Safety Management System and safety culture. Administrator Bryan Bedford described the step as possible because the agency was confident it could be done safely, while emphasizing that safety remained the priority.
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What Boeing says it has changed
Boeing’s “Strengthening Safety & Quality” page, updated July 27, 2026, describes four focus areas: workforce training, simpler plans and processes, defect reduction, and safety and quality culture. The actions and performance figures below are Boeing’s own reports, not independent verification of system-wide results.
Training and work instructions
Boeing says Product Safety and Quality Training is mandatory and that it has added coaching and training centers, with more than 600 hours of new curriculum. More than 6,000 employees were enrolled in its Foundational Training Center, according to the company’s 2026 update. Boeing also says managers must complete a four-week foundational course.
To simplify factory work, Boeing says it has created more than 10,000 installation plans, added audits of documented removals and incorporated checks of adherence to work instructions into production routines. The documented-removal control is particularly relevant to the Alaska Airlines door-plug accident: opening a part for repair and documenting how it was handled are not merely administrative steps if later inspection depends on that record.
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Defect controls, parts tracking and rework
Boeing says it increased inspection points in 737 fuselage assembly and introduced a customer quality approval process. It reports an average 40% reduction in 737 fuselage-assembly defects relative to its 2025 performance. That is a company-reported comparison; the page does not establish independent verification or show that the same reduction applies across all aircraft programs and suppliers.
The company also reports an initial 80–90% reduction in lost tools in the areas where new controls were implemented. It says RFID tagging was piloted on the 737 and 787 programs, and that its work-in-process system is intended to track and secure parts being used in unfinished manufacturing work. The reported lost-tool improvement is limited to areas with the new controls, rather than a claim about every Boeing facility.
Employee reporting and production flow
Boeing says it established more than 1,300 Employee Involvement Teams and improved its Speak Up reporting process, including confidentiality and follow-up. It also reports assessing more than 10,000 production-line moves against “move ready” criteria. The aim is to ensure that work and conditions are prepared before a production change rather than allowing unresolved tasks to be carried forward.
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“Traveled work” means unfinished work that moves along with an aircraft instead of being completed at its planned station. Boeing reports a 50% reduction in traveled work at 737 factory rollout since March 2024. The company’s page does not say that this figure is an independently audited outcome.
Boeing’s production-health indicators
Boeing says its Safety Management System uses production-health indicators to flag risk and prompt corrective action. The six indicators it lists are:
- Employee proficiency.
- Notice-of-escape rework hours for nonconforming fabrication or supplier work.
- Supplier shortages.
- Rework hours per airplane in final assembly.
- Unfinished jobs traveling with an airplane at factory rollout.
- Quality escapes per ticketed airplane before delivery.
These indicators cover different stages of production, from supplier work to final assembly and delivery. They may help managers see recurring problems, but a dashboard is only useful if its data are reliable, troubling trends trigger effective action, and workers can report problems without pressure to conceal them.
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What the Alaska Airlines investigation found
The National Transportation Safety Board’s June 24, 2025 findings concern the January 5, 2024 blowout of a mid-exit door plug on Alaska Airlines Flight 1282. The NTSB identified Boeing’s failure to provide adequate training, guidance and oversight to factory workers as the probable cause. It also found that the FAA had been ineffective in ensuring Boeing addressed repetitive and systemic nonconformance related to its parts-removal process.
Investigators found that four bolts needed to secure the plug were missing before the accident. Boeing factory work to open the plug for a rivet repair was not properly documented. The plug was closed the next day without the specialized workers specified in Boeing’s procedures, and because the required documentation was missing, the quality-assurance inspection that should have followed did not take place.
The NTSB also found that, in the two years before the accident, Boeing’s voluntary Safety Management System was inadequate, lacked formal FAA oversight and did not proactively identify and mitigate risks. Chairwoman Jennifer Homendy said the safety deficiencies that led to the accident “should have been evident to Boeing and to the FAA” and “should have been preventable.” These are the NTSB’s accident findings; they should not be conflated with a separate audit of how the FAA conducts production oversight.
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What the DOT inspector general found about FAA oversight
A separate October 2024 audit by the U.S. Department of Transportation Office of Inspector General examined FAA oversight of Boeing 737 and 787 production. The OIG found weaknesses in the agency’s oversight processes, including audit targeting that was not data-driven and audits not structured to assess production comprehensively. It also found the FAA had not adequately ensured that Boeing and its suppliers could produce parts conforming to approved designs.
The OIG identified gaps in FAA review of first-article inspections, tracking of potential repetitive noncompliances, assessment of Boeing’s Safety Management System, and criteria for returning delegated authority. Its Oversight.gov audit page lists six open recommendations. That status is relevant context for the restored certification role: a change in who issues a certificate does not, on its own, resolve the oversight-process weaknesses the audit identified.
How the FAA’s earlier response fits in
After the January 2024 door-plug incident, the FAA’s six-week audit reported alleged noncompliance at Boeing and Spirit AeroSystems in manufacturing process control, parts handling and storage, and product control. The agency required a comprehensive action plan, halted expansion of 737 MAX production, increased its onsite presence, and said it would review corrective actions and monitor their implementation.
Those were actions taken in 2024, not a statement of the restrictions in force after the July 2026 certificate decision. The FAA’s later announcement allowed Boeing to resume issuing certificates for the covered aircraft while expressly retaining inspections, audits and monitoring.
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A long list of new procedures is evidence that a company says it has changed its process; it is not the same as proof that risk has fallen consistently. A useful assessment separates immediate production controls from longer-term changes in reporting culture and supplier oversight.
- Look for sustained outcomes, not just completed initiatives. Defect, rework and quality-escape trends should improve over time, across production areas and aircraft programs, rather than only in selected locations or against a single baseline.
- Check whether process failures are actually prevented. Documentation, parts-removal records, required inspections and adherence to work instructions need to function together at the point of work, including during repairs and production changes.
- Follow supplier performance as well as factory results. Boeing’s own indicators include supplier shortages and nonconforming supplier work; approved-design compliance depends on the parts and processes that enter Boeing’s factories, too.
- Distinguish reporting activity from a healthy reporting culture. Employee teams and a Speak Up channel matter only if employees can raise concerns, receive follow-up and see that recurring problems lead to correction.
- Watch for external verification. FAA inspection and audit findings, and evidence that recurring issues are identified and corrected, provide a check beyond Boeing’s internally reported metrics.
The FAA’s decision is a meaningful change in certification responsibility after a period of alternating issuance and comparable findings. It is not a declaration that every production risk has been resolved. The NTSB’s accident findings, the DOT OIG’s audit of FAA oversight and the FAA’s continuing monitoring all make the durability of the controls—not the number of announced initiatives—the central test.
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