As such the focus shifts from being about hours in attendance to work completed. If you get paid the same for doing the same work in 75% of the time the incentive becomes all about finding the efficiencies to get the job done.
Fair point Romulus but in response I will point out that in Qantas, the 737 heavy maintenance facility that is now closed had world record turn times for C checks. The 747 facility in Avalon has accomplished 30 day D checks. The base maintenance facility in Sydney has accomplished 18 hour A checks. The Brisbane facility has accomplished 30 day C4 checks on the A330's. The 'lean' manufacturing policies have been well implemented in Qantas over the years and are probably about as far as they can go in a 'maintenance' environment not a 'manufacturing' environment.
My point is though, none of it ever good enough. Tulla is closed, Avalon has been foreshadowed to close, hundreds will be sacked soon in Sydney on top of those who have left. The response by the company who set the above challenges after they were met and exceeded has been to offshore.
You have Qantas 'group' aircraft namely the A330's that have 2 entirely separate structured groups doing the maintenance on them independent of each other, why on Earth would you employ contractors and full time staff at Jetstar when across the tarmac you have guys standing by idly being told they're going to lose their job because there's no work available for them. It almost seems like it is being done on purpose. It's an extremely poor utilisation of manpower created by the powers that be up in offices.
Line maintenance will be decimated soon enough with fresh faced 18 year old grads coming out of worlds best practice MTO's - 'A' licence fresh in hand and a sparkly AWU agreement to pay them $20/hour. We all know its the wrong path because as tradesmen we all remember how little we then knew at the end of the apprenticeship tenure.
edit: apologies for interjecting with Qantas in a JHAS thread.