“And we're working to stabilize at this rate eight now, and our plan, as we said, is to go to rate 10 here in the next year.”

In context

“was to go from 38 to 42 because of that inventory level. You mentioned Spirit, so I'll address that right now. You're right. In that Spirit, we're going to need to continue to invest in the capacity growth from Spirit. You know, I think this is one of the big and underwrites why we've made the acquisition so that we can guide that ramp and help them move forward. I think, you know, if they had continued in a distressed environment, I think that risk would have been significantly higher than our ability to go manage that. But that, like the rest of the supply chain, moving to that rate, Spirit has some work to do, and we've got a plan to go accomplish that. If I switch to 787, as you know, we don't have the large inventory levels there on 787. That is more normalized with the supply chain. And we're working to stabilize at this rate eight now, and our plan, as we said, is to go to rate 10 here in the next year. There's no particular supply chain constraint that I see there. We still are dealing with seat and seat issues. That's less of a constraint to our production output, but more of an issue with deliveries. And so, particularly for airlines that are taking a new seat configuration that requires a new certification baseline. Those have typically been tough to get through the cert programs both with the ASA and the FAA. And so we're, you know, we're still working through that, but that's no change from what we said before. I think that's going to be with us for a little while going forward. So, you know, I think the top-level story here is that we've got these rate increases in front of us, the 42 to 47. We'll stabilize here at 42. We'll use the same process we used to move to 42 to move to 47”