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Boeing and Machinists union leaders gave widely diverging views Tuesday of the issue that caused two days of resumed talks to collapse, ensuring a continuation of the debilitating strike that has halted airplane collection for more than five weeks.

The company’s top labor negotiator, Doug Kight, related the stumbling block was Boeing’s vision for eventually automating the way airplane parts are delivered to jet-production lines. He insisted the company was willing to do that with minimal impact on the current work virtue of about 2,000 inside the plants who allow, vestige and dispel those parts.

“Time cannot stand still,” said Kight. “It has nothing to do with the elimination of 2,000 jobs.”

But the union’s district president, Tom Wroblewski, rejected the notion his members are Luddites resisting automation. Instead, he uttered, the issue is Boeing’sitting desire to give this be in action to outside vendors.

“We’ve always dealt with technology and we will always extend with technology,” said Wroblewski. “But they didn’t want us to discover that technology. They wanted to give the suppliers the ability to grow within the walls of the company, not us.”

Back in Seattle after the endeavor in Eastern Washington to end the strike deadlocked Monday, Kight said Boeing wants to bring into use technology so similar to radio-frequency identification (RFID) tags — electronic chips containing tracking facts — that can be placed onward pallets so that the system automatically records when parts are brought in and moved around the point.

“You don’t need people to do those things to enter [parts] into a arrangement manually, to contact suppliers to reorder parts,” Kight said.

He said many manufacturers are forward in such technologies.

Although this view of the future implies fewer commonalty in the long press, Kight insisted current workers can subsist reassigned.

He said improvements in the last six years take resulted in 60 fewer parts-delivery jobs, and all those workers desire been switched to other work.

“We’ve proven we have the ability to absorb within our work force those [employees] impacted by improvements in the [parts] delivery action,” Kight said. “We can continue to do that.”

“Freeze in place”