QANTAS Management - Liabilities?
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QANTAS Management - Liabilities?
I think this one deserves a thread of its own.
The Qantas Management Liabilities.
Update:
1. Failed takeover big adminstration and regulation costs: Est $40m
2. A330 galley modification post acceptance contract: Reported $90m (Total to date $130m)
3. Staff Suggestion scheme: Includes the degeneration of morale and positive contributions by employess.
Est $200m over 10 years (TTD $330m)
4. EQ - Reported: $200m (TTD $530m)
5. In house AMM cost above externally available software : Est$27m (TTD $557m)
6. ETOMS/QE adminstrtaion Est $5m (TTD $562m)
7. Price fixing fines Reported $60m (TTD $662m)
8. Negative employee attitude to mangement, effecting leave, labour efficency, work output. $100m p.a. (TTD $762m)
9. Lean Sigma another word for house upkeep $30m (TTD $792m)
10. Jetfart and Fartpart Est: $100m Almost outdoes EQ but the outside contractors cleaned up: Est $100m (TTD $892m)
11. Tradegy Map. Est $29.95 not reportable (TTD $889m)
12. Telstra IT - Even the 26666 support bag the crap out of Telstra's IT support Est: $100m p.a. (TTD $989m)
13. Excess paper costs by the forest eating cameo system - 14 pages for 1 task Est $5m p.a. (TTD $994m)
14. Component Maintenance dancing Est $3m (TTD $997m)
15. Amazing tricks weekend $14000 x 214 particpants $3m (TTD $1 Billion !!!)
The Qantas Management Liabilities.
Update:
1. Failed takeover big adminstration and regulation costs: Est $40m
2. A330 galley modification post acceptance contract: Reported $90m (Total to date $130m)
3. Staff Suggestion scheme: Includes the degeneration of morale and positive contributions by employess.
Est $200m over 10 years (TTD $330m)
4. EQ - Reported: $200m (TTD $530m)
5. In house AMM cost above externally available software : Est$27m (TTD $557m)
6. ETOMS/QE adminstrtaion Est $5m (TTD $562m)
7. Price fixing fines Reported $60m (TTD $662m)
8. Negative employee attitude to mangement, effecting leave, labour efficency, work output. $100m p.a. (TTD $762m)
9. Lean Sigma another word for house upkeep $30m (TTD $792m)
10. Jetfart and Fartpart Est: $100m Almost outdoes EQ but the outside contractors cleaned up: Est $100m (TTD $892m)
11. Tradegy Map. Est $29.95 not reportable (TTD $889m)
12. Telstra IT - Even the 26666 support bag the crap out of Telstra's IT support Est: $100m p.a. (TTD $989m)
13. Excess paper costs by the forest eating cameo system - 14 pages for 1 task Est $5m p.a. (TTD $994m)
14. Component Maintenance dancing Est $3m (TTD $997m)
15. Amazing tricks weekend $14000 x 214 particpants $3m (TTD $1 Billion !!!)
Nunc est bibendum
jake. Mate. I don't see the millions 'invested' in J* Asia appearing in that list at all. What about the upgrade of a classic just before it got parked at Avalon? This could turn out to be quite an interesting list! 
short flights long nights
Keg..can I ask, what did they do before they parked it..and where is it now?
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Lido flight planning system failure ($20M I believe) plus the daily cost of an outdated flight planning system that can't do ETOPS or DPD planning effeciently.
AO wind up
Carmen rostering - huge increase in illogical patterns - 4 day slips for CC in daily ports etc
Pull out of SFO in 90s, 15 year wait to get back.
Selling all the B747 Classic spares (esp engines) then putting the aircraft onto max PER flying, AKL-LAX etc
NGO and KIX run down from daily B747 services to now 4 a week triangulated Jet* A330 - how to stuff up one of your prime routes!!
Ditto MEL to Rome and Athens - another plum market mismanaged into oblivion.
How about GD's $6 million share bonus this year??
Just warming up....
AO wind up
Carmen rostering - huge increase in illogical patterns - 4 day slips for CC in daily ports etc
Pull out of SFO in 90s, 15 year wait to get back.
Selling all the B747 Classic spares (esp engines) then putting the aircraft onto max PER flying, AKL-LAX etc
NGO and KIX run down from daily B747 services to now 4 a week triangulated Jet* A330 - how to stuff up one of your prime routes!!
Ditto MEL to Rome and Athens - another plum market mismanaged into oblivion.
How about GD's $6 million share bonus this year??
Just warming up....
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Update:
1. Failed takeover big adminstration and regulation costs: Est $40m
2. A330 galley modification post acceptance contract: Reported $90m (Total to date $130m)
3. Staff Suggestion scheme: Includes the degeneration of morale and positive contributions by employess.
Est $200m over 10 years (TTD $330m)
4. EQ - Reported: $200m (TTD $530m)
5. In house AMM cost above externally available software : Est$27m (TTD $557m)
6. ETOMS/QE adminstrtaion Est $5m (TTD $562m)
7. Price fixing fines Reported $60m (TTD $662m)
8. Negative employee attitude to mangement, effecting leave, labour efficency, work output. $100m p.a. (TTD $762m)
9. Lean Sigma another word for house upkeep $30m (TTD $792m)
10. Jetfart and Fartpart Est: $100m Almost outdoes EQ but the outside contractors cleaned up: Est $100m (TTD $892m)
11. Tradegy Map. Est $29.95 not reportable (TTD $889m)
12. Telstra IT - Even the 26666 support bag the crap out of Telstra's IT support Est: $100m p.a. (TTD $989m)
13. Excess paper costs by the forest eating cameo system - 14 pages for 1 task Est $5m p.a. (TTD $994m)
14. Component Maintenance dancing Est $3m (TTD $997m)
15. Amazing tricks weekend $14000 x 214 particpants $3m (TTD $1 Billion !!!)
16. LIDO Flight Planning System - $20m ($1.02bn)
17. Australian Airlines Cairns failure - $50m ?? ($1.07bn)
18. 747 - 300 mismanagement - $50m ?? ($1.12bn)
Keep them coming. Just add it to the list and let's inform the shareholders of the gross incompetence displayed by the bullies running the once great icon.
1. Failed takeover big adminstration and regulation costs: Est $40m
2. A330 galley modification post acceptance contract: Reported $90m (Total to date $130m)
3. Staff Suggestion scheme: Includes the degeneration of morale and positive contributions by employess.
Est $200m over 10 years (TTD $330m)
4. EQ - Reported: $200m (TTD $530m)
5. In house AMM cost above externally available software : Est$27m (TTD $557m)
6. ETOMS/QE adminstrtaion Est $5m (TTD $562m)
7. Price fixing fines Reported $60m (TTD $662m)
8. Negative employee attitude to mangement, effecting leave, labour efficency, work output. $100m p.a. (TTD $762m)
9. Lean Sigma another word for house upkeep $30m (TTD $792m)
10. Jetfart and Fartpart Est: $100m Almost outdoes EQ but the outside contractors cleaned up: Est $100m (TTD $892m)
11. Tradegy Map. Est $29.95 not reportable (TTD $889m)
12. Telstra IT - Even the 26666 support bag the crap out of Telstra's IT support Est: $100m p.a. (TTD $989m)
13. Excess paper costs by the forest eating cameo system - 14 pages for 1 task Est $5m p.a. (TTD $994m)
14. Component Maintenance dancing Est $3m (TTD $997m)
15. Amazing tricks weekend $14000 x 214 particpants $3m (TTD $1 Billion !!!)
16. LIDO Flight Planning System - $20m ($1.02bn)
17. Australian Airlines Cairns failure - $50m ?? ($1.07bn)
18. 747 - 300 mismanagement - $50m ?? ($1.12bn)
Keep them coming. Just add it to the list and let's inform the shareholders of the gross incompetence displayed by the bullies running the once great icon.
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Not Ordering 747-8 PRICELESS
From the Boeing web site
The 747-8 is the only jetliner in the 400- to 500-seat market, stretched 5.6 m (18.3 ft) from the 747-400 to provide 467 seats in a three-class configuration and a 14,815-km (8,000-nmi) range. Using 787-technology engines, the airplane will be quieter, produce lower emissions, and achieve better fuel economy than any competing jetliner.
Operating economics will offer a significant improvement over the A380.
The 747-8 is more than 10 percent lighter per seat than the A380 and will consume 11 percent less fuel per passenger than the 555-seat airplane.
That translates into a trip-cost reduction of 19 percent and a seat-mile cost reduction of more than 4 percent, compared to the A380.
The 747-8 can use the existing infrastructure and ground equipment at most airports worldwide.
Operating economics will offer a significant improvement over the A380.
The 747-8 is more than 10 percent lighter per seat than the A380 and will consume 11 percent less fuel per passenger than the 555-seat airplane.
That translates into a trip-cost reduction of 19 percent and a seat-mile cost reduction of more than 4 percent, compared to the A380.
The 747-8 can use the existing infrastructure and ground equipment at most airports worldwide.
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jakethemuss,
You've given us one side of the ledger - how about giving us the other?
We wouldn't be wanting to make a judgement based solely on one side of the story now would we?
You've given us one side of the ledger - how about giving us the other?
We wouldn't be wanting to make a judgement based solely on one side of the story now would we?
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Personally, I believe the biggest management failing has been failing to grow the airline.
The cost; inestimable.
How is that an airline such as Emirates has grown and runs three daily services into all major Australian ports (and they are chockers and looking to add capacity with A380 etc), yet QF goes where- and how often? In a period of unprecedented and uninterrupted growth, Dixon is managing to REDUCE the size of the airline.
The short term gain has been had. Running QF (or any business) as a cash cow is, at best, a short term 'strategy'. How much could the airline, and hence the shareholders, be making now if Qf had grown in place of (or at least matched pace with) the Emirates, Etihads, Qataris, SQs etc? We'll never know, and I guess GD knows THAT. He wont be around when what's left of the airline has to grapple with a downturn.
Would've been a good strategy if the sale had gone thru, mind you....and when I say good strategy, I mean good for GD.
The cost; inestimable.
How is that an airline such as Emirates has grown and runs three daily services into all major Australian ports (and they are chockers and looking to add capacity with A380 etc), yet QF goes where- and how often? In a period of unprecedented and uninterrupted growth, Dixon is managing to REDUCE the size of the airline.
The short term gain has been had. Running QF (or any business) as a cash cow is, at best, a short term 'strategy'. How much could the airline, and hence the shareholders, be making now if Qf had grown in place of (or at least matched pace with) the Emirates, Etihads, Qataris, SQs etc? We'll never know, and I guess GD knows THAT. He wont be around when what's left of the airline has to grapple with a downturn.
Would've been a good strategy if the sale had gone thru, mind you....and when I say good strategy, I mean good for GD.
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I would expect there will be some fundamental changes comming from the June board meeting. One can only wait to see what will transpire.
With oil prices so high the focus will now be on the goose that lays the golden egg rather than what the golden egg ended up hatching into.
With oil prices so high the focus will now be on the goose that lays the golden egg rather than what the golden egg ended up hatching into.
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Dixon Needs A Sea Change
"Qantas lurches from bad news story to bad news story,either of its own telling or as recounted by so many of its weary and disappointed customers.
I cannot identify a chief executive officer who is focused less on the needs of his customers and staff and more on creating shareholder and executive wealth than Geoff Dixon.
In this he ignores the dictums that in a service industry customers need constant attention,and staff need to be treated in the same way as you would want them to treat your customers.
Constant cost cutting "Chicken Little" speeches lead to corporate anorexia and disengaged staff,never to sustainable high performance.
On the upside,having weekly contact with Qantas staff,I am continually amazed at the latent goodwill and commitment so many of these people have for their organization and brand.
While Insurance Australia Group may have been overled and undermanaged,Qantas suffers from relative overmanagement and a leadership void as Dixon fails to enlist his people in the task of working through the group's challenges.
As the Qantas board approaches the choice of its next CEO,we can only hope it recognizes the need for a seachange in the role of and contibution from Dixon's successor"
This from a customer and casual observer....Says it all really
I cannot identify a chief executive officer who is focused less on the needs of his customers and staff and more on creating shareholder and executive wealth than Geoff Dixon.
In this he ignores the dictums that in a service industry customers need constant attention,and staff need to be treated in the same way as you would want them to treat your customers.
Constant cost cutting "Chicken Little" speeches lead to corporate anorexia and disengaged staff,never to sustainable high performance.
On the upside,having weekly contact with Qantas staff,I am continually amazed at the latent goodwill and commitment so many of these people have for their organization and brand.
While Insurance Australia Group may have been overled and undermanaged,Qantas suffers from relative overmanagement and a leadership void as Dixon fails to enlist his people in the task of working through the group's challenges.
As the Qantas board approaches the choice of its next CEO,we can only hope it recognizes the need for a seachange in the role of and contibution from Dixon's successor"
This from a customer and casual observer....Says it all really
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Leadership In Action
G Dixon speaks to ceoforum.com.au
Time for him to go, thank god.
Of course we won’t collapse - that is ridiculous – but, if we don’t reward our shareholders, they won’t give us the funds we need to grow.
I sometimes get criticised for this, but I have always seen shareholders as our most important stakeholders.
I know some CEOs say look after your customers, look after your employees, and the returns for shareholders will follow. I do the exact opposite.
We wouldn’t have staff or customers unless we had shareholders who were willing to invest in what is not the most attractive industry at present, and I am constantly stating that message to our staff.
I sometimes get criticised for this, but I have always seen shareholders as our most important stakeholders.
I know some CEOs say look after your customers, look after your employees, and the returns for shareholders will follow. I do the exact opposite.
We wouldn’t have staff or customers unless we had shareholders who were willing to invest in what is not the most attractive industry at present, and I am constantly stating that message to our staff.
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Our Biggest Asset
Dixons Age...68
I am just glad the swine is not 45.
He has overstayed his tenure and we (and the Airline) have suffered because of it.
Were he and the Dame doing the horizontal Mambo.?
She seemed to protect him
Ugh!!!! What a repugnant thought
I am just glad the swine is not 45.
He has overstayed his tenure and we (and the Airline) have suffered because of it.
Were he and the Dame doing the horizontal Mambo.?
She seemed to protect him
Ugh!!!! What a repugnant thought
