MERGED: Alan's still not happy......
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Moa.
The snap shot of QF Mainline International fleet age was per aircraft currently in the fleet.
It takes account of the oldest of the 744 & 767's already started being retired.
What needs to be taken into account, is for each aircraft that retire the remainder of the entire fleet that remains ages one year each year that new aircraft don't appear.
The greater impact is the WHOLE fleet ages whilst not been replaced by new aircraft.
The greatest benefit has already happened as the oldest aircraft have already been parked.
That's why the likes of the QF Intl CP has stated in briefings the QF International fleet age is Commercial in Confidence.
Anyone with a calculator and access to the Internet can see why so. The likes of the CFO window dress fleet age by quoting the group figures.
MC.
The snap shot of QF Mainline International fleet age was per aircraft currently in the fleet.
It takes account of the oldest of the 744 & 767's already started being retired.
What needs to be taken into account, is for each aircraft that retire the remainder of the entire fleet that remains ages one year each year that new aircraft don't appear.
The greater impact is the WHOLE fleet ages whilst not been replaced by new aircraft.
The greatest benefit has already happened as the oldest aircraft have already been parked.
That's why the likes of the QF Intl CP has stated in briefings the QF International fleet age is Commercial in Confidence.
Anyone with a calculator and access to the Internet can see why so. The likes of the CFO window dress fleet age by quoting the group figures.
MC.
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Quote:
"You don't make a profit by siloing and duplication of managerial, supervisory and support roles.
You don't make a profit with 1 manager or supervisor for every 2.1 employees."
Bingo - too many managers/supervisors and other executives with huge pay cheques and what do they bring? Nothing. The staff at the end of the chain are doing all the work, the managers just take the credit. That is one big problem in many areas of QF - and an easy way to slash a lot of costs. If they offer value, it is justified but too many people getting big paycheques and benefits for doing nothing.
"You don't make a profit by siloing and duplication of managerial, supervisory and support roles.
You don't make a profit with 1 manager or supervisor for every 2.1 employees."
Bingo - too many managers/supervisors and other executives with huge pay cheques and what do they bring? Nothing. The staff at the end of the chain are doing all the work, the managers just take the credit. That is one big problem in many areas of QF - and an easy way to slash a lot of costs. If they offer value, it is justified but too many people getting big paycheques and benefits for doing nothing.
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Qantas 787
Totally agree.
Every Captain is highly skilled & trained. However they are handcuffed by policy written into manuals. They don't and are restricted by making on the hop decisions. If its not in policy. The easiest decision is to defer the decision to another department.
Give the Captains the authority to make those extra decisions on the run and abolish all the extra staff in support roles.
Every Captain is;
A fuel conservation manager
An ATC liaison manager
A people relations human resources manager
A deputy fleet manager
A deputy training manager
A cabin crew manager
A deputy airport manager
A customer support manager.
Get rid of all those support hangar on'ers. Give the line staff the authority and flexibility to make those extra decisions on the hop & provide feedback only when escalation or no resolution ocurs.
At the moment everything is expected to be reported. Which in turn requires more admin staff.
Cut costs and Improve engagement at the same time.
Totally agree.
Every Captain is highly skilled & trained. However they are handcuffed by policy written into manuals. They don't and are restricted by making on the hop decisions. If its not in policy. The easiest decision is to defer the decision to another department.
Give the Captains the authority to make those extra decisions on the run and abolish all the extra staff in support roles.
Every Captain is;
A fuel conservation manager
An ATC liaison manager
A people relations human resources manager
A deputy fleet manager
A deputy training manager
A cabin crew manager
A deputy airport manager
A customer support manager.
Get rid of all those support hangar on'ers. Give the line staff the authority and flexibility to make those extra decisions on the hop & provide feedback only when escalation or no resolution ocurs.
At the moment everything is expected to be reported. Which in turn requires more admin staff.
Cut costs and Improve engagement at the same time.
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From the following link:
Qantas sticks with hard-line approach to domestic market share
I've been hearing lines just like that one for the past 20 years. I'm now convinced it's the line used when executive management have no more cards left to play.
On the 64% issue Gareth finally found some teeth, but it's too little too late. He should resign himself to just being Asia's baggage boy.
Qantas sticks with hard-line approach to domestic market share
''It takes breathtaking small-mindedness to dismiss this growth as an 'Asian distraction'.''
On the 64% issue Gareth finally found some teeth, but it's too little too late. He should resign himself to just being Asia's baggage boy.
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Gareth Evans attended the PWC forum in SYD last year.
Obviously he wasn't paying much attention.
They were establishing working groups in an attempt to improve Flight Crew engagement.
I think the raw figure discussed at the time was a flight crew engagement of 12%
Gareth has just joined the ranks of AJ for his degree of credibility.
MC
Obviously he wasn't paying much attention.
They were establishing working groups in an attempt to improve Flight Crew engagement.
I think the raw figure discussed at the time was a flight crew engagement of 12%
Gareth has just joined the ranks of AJ for his degree of credibility.
MC
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Agree Mr Caution - you put Captains in control of aircraft worth hundreds of millions of dollars and the lives of thousands of passengers in your control everyday but you need 10 managers to 'support' you.
And don't get me started on the cost savings measures - you want to cut costs, start with Customer Experience, who waste a lot of money and don't have much to show for it.
And don't get me started on the cost savings measures - you want to cut costs, start with Customer Experience, who waste a lot of money and don't have much to show for it.
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I wouldn't be too worried, once they go on the defensive like this the writing is already on the wall. This is posturing before the shake up, he is showing token support before the backflip, just like politicians, wouldn't trust them with a grain of salt, what this tells me is Evans will be booted out as well. Good.... The more the better...
Evans will be getting paid a lot of money to man the pumps through the next few months. He will be first to go once the new CEO is in place. Any tips who it will be? Ideally Fyfe, Norris, Hogan. Hopefully not Toomey. Unlikely to be Strambi, hardlicker or hickey at this point.
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Cookies must be enabled. | The Australian
Don't forget Tony Webber said Storrie was one of two men who could turn Qantas around.
Chief financial officer Colin Storrie – formerly of Qantas – is leaving AMP to pursue other business interests.........
Upside
On the bright side by the CFO's new metric the Qantas grounding in 2011 ONLY cost a little under 0.5 A380s. (Before discount of course) (note 1 A380 ~ 475,000 bitcoins)
Remind me again how did Qantas get 65% share in the first place? Was it through a particular strategy or just happenstance?
Anyone can write an opinion piece in a broadsheet. He should have posted his rebuttal on Pprune to take his critics!
Remind me again how did Qantas get 65% share in the first place? Was it through a particular strategy or just happenstance?
It is, of course, possible that he was trying to reach all of those audiences with his rebuttal of criticisms of the group’s approach to the Federal Government for help, its Jetstar brand and its Asian strategy.
I was replying to the post above which asked how QF got its 65% market share in the first place.
They had the foresight to be in business the day after Ansett wasn't anymore, hence the market share boost.
What's your problem?
They had the foresight to be in business the day after Ansett wasn't anymore, hence the market share boost.
What's your problem?
Nunc est bibendum
Technically Evans is right re engagement. Pilot engagement improved last survey by 2-3%- from 21% engagement to 24%. In other sections of the company it does indeed sit above 80%- generally those areas that don't face the customer and have to do more with less. IIRC from the PWC love in, IT was quite high, as was 'loyalty' and a couple of those other touchy, feely areas. He's right about engagement being at record highs in those areas.
On the other hand, the pilot engagement results remain the lowest seen. Ever. Of any company in the world. Across every sector. If RIO had engagement that low at a mine site they'd close it down and sack the management. Oh, wait.
So see his article for what it is. A bunch of statements that are technically true, each targeted at a specific audience to create an impression that suits the current message. That message changes day to day.
On the other hand, the pilot engagement results remain the lowest seen. Ever. Of any company in the world. Across every sector. If RIO had engagement that low at a mine site they'd close it down and sack the management. Oh, wait.
So see his article for what it is. A bunch of statements that are technically true, each targeted at a specific audience to create an impression that suits the current message. That message changes day to day.
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Technically he probably is right that engagement in the pilot group has increased. Especially recently, where there is a sense of optimism around the place that Joyce's days are numbered. 