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DC-10: Dangerous or Misunderstood?
The McDonnell Douglas DC-10—commonly referred to as the “Death Cruiser” or “Donald’s Disaster''—built up a horrific reputation throughout the 1970s. Today we’ll explore the reputation and history of this commonly misunderstood aircraft, and what led to its unearned reputation as the most dangerous airplane ever produced. (aeroxplorer.com) More...Sort type: [Top] [Newest]
Convair/General Dynamics had been selected to make the fuselage sections. Their engineering staff warned McDac that there was a potential for a floor failure if a cargo door came off and if that happened they would expect the loss of the aircraft. This was ignored because of the extra cost involved in redesigning the cargo door latching mechanism and the company feared AA would not want any delay getting their aircraft into the air. The letter came out during the litigation after the Paris crash of 1974.
The biggest problem was with the "bean-counters" from McDonnell in charge, trying to "teach" the old Douglas folks how to make money with an airframe, designed-in safety was not given priority. They were in such a hurry to get the design done they cut-corners. They did not provide enough redundancy and the design was inferior to the L-1011.
People like to make snarky comments about the old Douglas folks, but, it was the McDonnell folks who "cheapened" the products and after the merger, they were in charge!
There really was only enough room for one aircraft in that market at the time. It should have been the L-1011, BUT, Lockheed stumbled when they did not provide a model with extended range without loss of payload. And there was a lot of politics involved. If McDac had skipped the opportunity they might have gone out of producing commercial airframes altogether and the airlines were loath to loose the competition.
The biggest problem was with the "bean-counters" from McDonnell in charge, trying to "teach" the old Douglas folks how to make money with an airframe, designed-in safety was not given priority. They were in such a hurry to get the design done they cut-corners. They did not provide enough redundancy and the design was inferior to the L-1011.
People like to make snarky comments about the old Douglas folks, but, it was the McDonnell folks who "cheapened" the products and after the merger, they were in charge!
There really was only enough room for one aircraft in that market at the time. It should have been the L-1011, BUT, Lockheed stumbled when they did not provide a model with extended range without loss of payload. And there was a lot of politics involved. If McDac had skipped the opportunity they might have gone out of producing commercial airframes altogether and the airlines were loath to loose the competition.
"Bean-counters" don't make decisions, they provide information. It's not up to them to decide if a product is worthy or not or how to make it worthy, it is their job to determine what it costs to make the product. Management then takes that information and decides one of two things, 1) what it will need to charge to make the desired profit, or 2) if it can't be sold at a price to yield the desired profit, then decide to not produce it. Management, not "bean-counters" decide what costs can be eliminated to change 2 to 1. This is true with paper clips or airplanes. "Bean-counters" only provide data for management to analyze.
Hello, fellow accountant!
"Bean-counters don't make decisions" ?? If you believe that, you either have never worked for a Fortune 400 Corporation or just never understood the function of the chain of command below the "CFO". There are "Bean Counters" IN Management!
I work as a Cost Accountant (aka, bean counter) for a Fortune 500 company. Just because there are "Bean Counters IN Management", the people doing the cost calculations are simply providing data on costs. Those in Management aren't the "Bean Counters", they are former cost accountants that have been promoted to management positions. Using your logic, if a sales person or a machine shop operator or a mechanic gets promoted to management, then they should be equally blamed for poor decisions. I provide data, I don't give opinions unless specifically asked and even then, I only provide opinions based on established criteria, not blindly.
Good "Bean Counter"! Picking nits. I like your nit, but I still think once you have cost accounting in your quiver you will always reach for those arrows. That is not a bad thing unless you do not develop an appreciation for the idea that engineering trade-offs and cost trade-offs almost never follow similar curves.
If you believe that line of BS, you really must be an accountant. After having worked in industry for 45 years+, it was a pleasure to retire and get out from under the tightfisted, save-a-penny-and-damn-the-consequences rule of the bean counters.
The -40 with the PW engines had a different engine pylon/mount system but was still grounded, along with all the other DC-10 models, after AA 191 happened. Langhorn Bond's decree.
I had a problem with outboard slats vibrating and moving in/out several inches a couple of times which was due to incorrect (low) cable tension in the drive system. And they did not "lock" in position which was unfortunate.
I also had an incorrect stall warning on initial climb which caused the Auto Slat system to extend the Outboard Slats. Oh, and I had a failure (broke apart) of a Reversible Motor Pump which cause a dual hydraulic failure. That got my attention and prompted a "land at nearest suitable" situation.
Just my recollections I thought some might find interesting, and I've enjoyed reading everyone's comments here.