内容摘要：Boeing's problems have taken a heavy toll on its business. Where once it went toe to toe with its

Boeing's problems have taken a heavy toll on its business. Where once it went toe to toe with its

Yet Airbus is not in a position to take full advantage of this. Its own order books are full to bursting, with a backlog of nearly 8,700 planes. Like its rival, it has experienced problems with suppliers, leading to delays.Meanwhile, airlines want new planes. Estimates from both Boeing and Airbus suggest more than 40,000 new aircraft will be needed over the next two decades.

The current generation of aircraft are much more efficient and cheaper to run than their predecessors. So delays in renewing their fleets will cost airlines money – potentially leading to higher ticket prices for their passengers - as well as hampering efforts to improve their environmental performance.According to Mr Fehrm, all this creates an opening for a third player to take a stake in the market. "Over the next five to 10 years there will be a gap between what the market is asking for and what Airbus and Boeing can deliver by thousands of aircraft."So it's open for a third player. Brazilian manufacturer Embraer is a candidate. Or it's going to be a chance for Comac, the Chinese supplier, to come into different markets and say, 'Actually, we can do a decent job here.'"

In early December Mike Whitaker, administrator of the Federal Aviation Administration (FAA), visited the factory in Renton near Seattle that Mr Mohawk has raised concerns about. At the time, Mr Whitaker said: "What's truly needed is a fundamental cultural shift that's oriented around safety, quality improvement and effective employee engagement and training."As expected, Boeing has made progress executing its comprehensive plan in these areas, and we will continue to closely monitor the results as they begin to ramp up production following the strike."

But for many experts, the problems at Boeing go back decades – and are unlikely to be solved overnight.

"The hardest thing to change in large companies is the mindset of people," says Mr Fehrm. "It takes time, and it needs to be manifested in actions, doing things differently.There, people can get advice on "literally anything", Ms Newman said, such as writing a CV or filling out forms, or make suggestions on "what they feel they're missing at the moment".

She said the aim was to involve hard-to-reach families in Welland, which is one of the most deprived areas of the city."We've got some work to do in winning over people's trust," she said.

"It does feel as though people are a little bit insular, a lot of people felt like it's difficult to connect with people."If we just get a few people to start with, then they can see how friendly we all are, and how much we want to help."