Imp Shift - absolutely. Everything in engineering efficiency comes down to preparation and planning. The bloke at the end of the line, whilst possessing good skills and all the rest is hostage to what he (or she as the case may be) has to work with. We never could get QF to lock down a check pack 2 weeks ahead of the aircraft coming in, nor could we get them to commit to spares ahead of schedule etc. The carousel in the store, the distributed consumables, none of that mattered when ultimately compared to the issues that just weren't dealt with.
Key problem JHAS now has is whenever they talk to QF senior people the old arguments of "you stuffed the freighter check" have grown such strong roots in the QF mindset and they simply don't have the rebuttal arguments to hand.
Combined with the open manner in which key clients refer to the "snake oil salesman" the prognosis for the future is particularly dire.