Latest Qf Incident,where Will All This End
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Perhaps the one "rogue engineer" will now be found to have signed for every maintenance error/failure in QF history.
How convenient.
BTW, is there a Boeing SB out for the notorious drip tray yet?
How convenient.
BTW, is there a Boeing SB out for the notorious drip tray yet?
QFInsider;
I've been saying the same thing in different terms for years - it is as though our exec mgmnt and shareholders don't know they're actually in the aviation business.
Seems a common illness but from my pov, it is so sad to see such highly-respected, long-toothed successful aviation organization such as QANTAS which has played a huge, decades-long leading role in the flight safety world being inexorably changed in the same way so many others are.
Graduates with fresh MBA's ink still wet are eager to make a name for themselves in the bureaucracy but haven't got a tinker's clue about aviation or airplanes or what makes aviation people tick are dismantling "aviation" as they dance to shareholder music. I've seen it even in the flight safety world - managers who are more ambitious than they are wise or courageous.
Ironically, it is the shareholders themselves who are going to lose, perhaps extremely badly and tragically, if they are "successful" in training these newbies in their ways instead of letting aviation executives do their work.
Right now, a CEO of an airline is either ignorant of, or afraid to lead safety initiatives but if the message from the top is that cost-cutting is first, then the green and ambitious MBA's know how to advance their careers and make a name for themselves.
I've been saying the same thing in different terms for years - it is as though our exec mgmnt and shareholders don't know they're actually in the aviation business.
Seems a common illness but from my pov, it is so sad to see such highly-respected, long-toothed successful aviation organization such as QANTAS which has played a huge, decades-long leading role in the flight safety world being inexorably changed in the same way so many others are.
Graduates with fresh MBA's ink still wet are eager to make a name for themselves in the bureaucracy but haven't got a tinker's clue about aviation or airplanes or what makes aviation people tick are dismantling "aviation" as they dance to shareholder music. I've seen it even in the flight safety world - managers who are more ambitious than they are wise or courageous.
Ironically, it is the shareholders themselves who are going to lose, perhaps extremely badly and tragically, if they are "successful" in training these newbies in their ways instead of letting aviation executives do their work.
Right now, a CEO of an airline is either ignorant of, or afraid to lead safety initiatives but if the message from the top is that cost-cutting is first, then the green and ambitious MBA's know how to advance their careers and make a name for themselves.
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Exactly PJ2,
As it relates to this matter, I have no concern which maintenance facility forgot/missed/overlooked didn't check as it was "on conditional" The systemic failure is initiated at far higher levels.
It is the policy of cut cut cut, enthusiastically embraced by management spurred on by KPI's that means any attempt to push back is sidelined. This policy comes from the top.
The emphasis on cost reduction driven by non operational people has encroached into operational areas. These areas through lack of expertise are unable or unwilling to defy management edicts, nor are any concerns listened to. Finance has a role to play, but it is not the only component.
The problem we face at Q, is that all department heads are political appointees who personally benefit by adherence to "club rules" Not only do they accept deviance they thrive on it, as it is the team direction.
Whether Borghetti understands of not(I think he doesn't) the policy of cost reduction has generated a situation where engineers were:
These factors when combined with inexperienced, poorly remunerated and trained cabin staff starts lining up the swiss cheese........
A good operational manager understands that. They are very thin on the ground at Qantas.
As it relates to this matter, I have no concern which maintenance facility forgot/missed/overlooked didn't check as it was "on conditional" The systemic failure is initiated at far higher levels.
It is the policy of cut cut cut, enthusiastically embraced by management spurred on by KPI's that means any attempt to push back is sidelined. This policy comes from the top.
The emphasis on cost reduction driven by non operational people has encroached into operational areas. These areas through lack of expertise are unable or unwilling to defy management edicts, nor are any concerns listened to. Finance has a role to play, but it is not the only component.
The problem we face at Q, is that all department heads are political appointees who personally benefit by adherence to "club rules" Not only do they accept deviance they thrive on it, as it is the team direction.
Whether Borghetti understands of not(I think he doesn't) the policy of cost reduction has generated a situation where engineers were:
- Too tired
- Too short staffed
- Under pressure to get it done
- Inexperienced
- Not as diligent as operational people with huge experience (experience does cost $$ in the ST)
These factors when combined with inexperienced, poorly remunerated and trained cabin staff starts lining up the swiss cheese........
A good operational manager understands that. They are very thin on the ground at Qantas.
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Hear, hear, PJ2 and QFInsider. 
So help me, at my next EP session if they roll out the Swiss Cheese model yet again, I think my tongue will be bleeding as I chomp down on it, desperately trying to be diplomatic and not point out that the session is aimed at the wrong people. They're 'preaching to the choir'. But then again..... perhaps I WILL speak up, ON the record, and state that we are sick and ****'n tired of being treated like idiots and safety depends just on us, and perhaps it's time MANAGEMENT (including the CP) had a week-long safety refresher course INSTEAD! Until then, they can stop rolling out the same old stuff to those who already live it and breath it on an hourly basis.
Our collective and individual voices are ignored, our qualifications and experience are written-off and/or belittled, and I have too much repect for myself, my colleagues, the cabin crew, the engineers, et al, to put up with it any more (do I sound like Peter Finch?). Putting up with the growing, malignant and obscene corporate greed, people prostituting their positions, the disrespect, the disdain, the antagonism, the overt and accelerating compromising of safety. The whole damn shooting match.
I'm seriously considering resigning. Really.
So help me, at my next EP session if they roll out the Swiss Cheese model yet again, I think my tongue will be bleeding as I chomp down on it, desperately trying to be diplomatic and not point out that the session is aimed at the wrong people. They're 'preaching to the choir'. But then again..... perhaps I WILL speak up, ON the record, and state that we are sick and ****'n tired of being treated like idiots and safety depends just on us, and perhaps it's time MANAGEMENT (including the CP) had a week-long safety refresher course INSTEAD! Until then, they can stop rolling out the same old stuff to those who already live it and breath it on an hourly basis.
Our collective and individual voices are ignored, our qualifications and experience are written-off and/or belittled, and I have too much repect for myself, my colleagues, the cabin crew, the engineers, et al, to put up with it any more (do I sound like Peter Finch?). Putting up with the growing, malignant and obscene corporate greed, people prostituting their positions, the disrespect, the disdain, the antagonism, the overt and accelerating compromising of safety. The whole damn shooting match.
I'm seriously considering resigning. Really.
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it,s a shame we cant all unite and replace these uper managers and return Qantas back to the people who care about aviation, I agree with QFinsider and i know many of my colleagues also share the same opinion. I'm sick of the yes me !!!
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I give it six months.
How we gain traction is the issue? The company is so disconnected with its operational staff. This starts at the top. The limited knowledge of operational matters is evident with all the failures, be they
1.Product failures/service delivery
2.Lack of capacity in Flt OPs training as it is mostly sold to external
customers (but hey it makes a profit!!)
3. Retirements and resignations far outstripping Flt Ops projections..Don't
they talk to anyone?
4. Engineering
5. Route structure
6. Aircraft choices
7. Inflight entertainment failures...we all know about this one
As it was shown to me. A Captain retires with 35+ year's service. He gets a photocopy of his retirement letter, endorsed with a stamp from HR acknowledging same. An office person of less than two year's service a big write up in the newsletter and a send off...What does that tell you??
The managers are not managers. They focus on KPI and business segmentation means they have incentive. Forget the fact we escaped a hull loss. It doesn't cost in the financial year so don't worry about it. This focus is set from the top. Those who accept it, personally profit from it. Our CP should be warmly rewarded for his responsibility, but not via a budgetary constraint and saving money...
- Elastic demand and no real ROR for J*
- Oil at $100+ a barrel
- Aging fleets
- Industrial agendas not likely to be fulfilled
- Poor route structures
- Delays on new aircraft, delays that were obvious to all operational people
- Qroom tells a story with respect to dispatch problems
How we gain traction is the issue? The company is so disconnected with its operational staff. This starts at the top. The limited knowledge of operational matters is evident with all the failures, be they
1.Product failures/service delivery
2.Lack of capacity in Flt OPs training as it is mostly sold to external
customers (but hey it makes a profit!!)
3. Retirements and resignations far outstripping Flt Ops projections..Don't
they talk to anyone?
4. Engineering
5. Route structure
6. Aircraft choices
7. Inflight entertainment failures...we all know about this one
As it was shown to me. A Captain retires with 35+ year's service. He gets a photocopy of his retirement letter, endorsed with a stamp from HR acknowledging same. An office person of less than two year's service a big write up in the newsletter and a send off...What does that tell you??
The managers are not managers. They focus on KPI and business segmentation means they have incentive. Forget the fact we escaped a hull loss. It doesn't cost in the financial year so don't worry about it. This focus is set from the top. Those who accept it, personally profit from it. Our CP should be warmly rewarded for his responsibility, but not via a budgetary constraint and saving money...
Join Date: May 2007
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but what can be done????
I agree with most the views previously stated about the QF's demise.
The question I have is, what can we do about it?
Inherantly, people are mostly lazy through either time stress or the idea that they can't make a difference, so why bother.
QF has so many smart employees who do care, not just about their pay packet, but who feel the lost idea of honour and doing their best deep within their psyche, and act on it.
Yet here we have an organization that seems to be in wind down mode, while telling all they are gearing up.
Companies thrive who think differently from their competition, not follow the leader.
Think Google, Fortescue etc.
In 2008, with the 'I want it now' attitude all around, how can this be changed?
Just a thought.
The question I have is, what can we do about it?
Inherantly, people are mostly lazy through either time stress or the idea that they can't make a difference, so why bother.
QF has so many smart employees who do care, not just about their pay packet, but who feel the lost idea of honour and doing their best deep within their psyche, and act on it.
Yet here we have an organization that seems to be in wind down mode, while telling all they are gearing up.
Companies thrive who think differently from their competition, not follow the leader.
Think Google, Fortescue etc.
In 2008, with the 'I want it now' attitude all around, how can this be changed?
Just a thought.
Join Date: Jan 2005
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.......A Captain retires with 35+ year's service. He gets a photocopy of his retirement letter, endorsed with a stamp from HR acknowledging same. An office person of less than two year's service a big write up in the newsletter and a send off...What does that tell you??
Join Date: Oct 2006
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google has been on the stock market since 04,share price $615,market cap of $145 billion,not bad for a company that thinks out side the square.
Yet all Qantas can do is follow the leader ,for a race to the bottom.
Yet all Qantas can do is follow the leader ,for a race to the bottom.
From the SMH (Sydney Morning Herald);
Is this what the executive of an airline have to do to ensure shareholder value?
"Fish rots from the head down...."
Six managers on standby for a US trip
Scott Rochfort
January 17, 2008
SIX former and current Qantas senior managers, including the airline's head of commercial freight, Stephen Cleary, face possible extradition to the US after being excluded from a plea deal the airline reached with the US Department of Justice.
A day after Qantas was ordered to pay a $US61 million ($69 million) criminal fine after it pleaded guilty in a Washington court to illegally fixing air cargo rates, the airline played down suggestions the former or current employees had any involvement in the price-fixing scam.
"This does not mean the individuals have been involved in any illegal activity nor that the Department of Justice will prosecute them," a Qantas spokesman said.
Other former freight employees who have been excluded from the plea deal were Peter Frampton, who was head of freight; head of freight sales in Singapore, Harold Pang; head of freight in Los Angeles, Bruce McCaffrey; and executives Desmond Church and John Cooper.
Qantas and senior management figures including the chief executive, Geoff Dixon, are now immune from any further prosecution in the US in relation to the freight scandal. The deal was first struck in November but was approved only this week.
Qantas is yet to admit any guilt in Australia, where it is under investigation by the Australian Competition and Consumer Commission.
It is also under investigation in Europe and New Zealand.
Scott Rochfort
January 17, 2008
SIX former and current Qantas senior managers, including the airline's head of commercial freight, Stephen Cleary, face possible extradition to the US after being excluded from a plea deal the airline reached with the US Department of Justice.
A day after Qantas was ordered to pay a $US61 million ($69 million) criminal fine after it pleaded guilty in a Washington court to illegally fixing air cargo rates, the airline played down suggestions the former or current employees had any involvement in the price-fixing scam.
"This does not mean the individuals have been involved in any illegal activity nor that the Department of Justice will prosecute them," a Qantas spokesman said.
Other former freight employees who have been excluded from the plea deal were Peter Frampton, who was head of freight; head of freight sales in Singapore, Harold Pang; head of freight in Los Angeles, Bruce McCaffrey; and executives Desmond Church and John Cooper.
Qantas and senior management figures including the chief executive, Geoff Dixon, are now immune from any further prosecution in the US in relation to the freight scandal. The deal was first struck in November but was approved only this week.
Qantas is yet to admit any guilt in Australia, where it is under investigation by the Australian Competition and Consumer Commission.
It is also under investigation in Europe and New Zealand.
"Fish rots from the head down...."
