Qantas Sacking Tarmac Engineers
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Not meant as a criticism FEDSEC. Just the guys who are now very much on the outside looking in are being starved of any information. And the days are moving very fast towards their termination dates ( particularly those with only 8 weeks notice).
Thanks for the update.
Thanks for the update.
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I'm sure that the company would like to express it's gratitude to our "brothers" over in the West who are managing to find time away from their families in order to go in on O/T and acquit large amounts of osip work that can't be done here due current manpower levels.. F@?ken ar$eholes.. I'll tell you what though.. When the worm turns in your direction you'll have my full support, because I'm not a f&@ken dog..
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Qantas Sacking Tarmac Engineers
What Fedsec says is right, although plenty of blokes over East were tripping over themselves to do OT when the PER bros were looking for support back in 2007, even had a few fly over to help out the company because PER bros were too busy with their families.
There will always be blokes who go against the tide, so don't be too quick to judge, especially as what you're talking about is probably hearsay Hugh Mungous.
There will always be blokes who go against the tide, so don't be too quick to judge, especially as what you're talking about is probably hearsay Hugh Mungous.
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Cabo's
Some cabo guys didn't even think about whether to come in on o/time yesterday.No shortage of takers for o/time in Sydney with both lames and ames jumping at the opportunity to do the M.E.D major structural inspections on a 747.They can't even wait for the dust to settle and with the ame cull about to start.I think I could only speak to these people on a professional level from now on.
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Volunteer work available
The Sydney Tramway Museum at Loftus has a large maintenance and overhaul facility to support its fleet of 30 or so historic trams. It's a big men's shed in effect, staffed mainly by retired railway maintenance guys, fitters and turners, electricians etc. Everyone is a volunteer, except one carpenter I think, who does specialist joinery.
It's an easy going workshop, no real deadlines, no pressure, as it's not run on commercial lines. One of the trams has been in a major rebuild for more than 3 years. Things get done when they get done, pretty much. Wednesdays and Saturdays 0830 till about 1500 are the workshop times. You can turn up occasionally or regularly, work with others or take on a rebuild project of your own. If you don't have a particular skill and need it for your project, one of the guys will be happy to show you how or work with you.
It would probably suit older guys recently made redundant and with time available who want to keep active and contributing. Gets you out of the house and it's not far to drive for those living in The Shire. Loftus railway station is right next to the workshop also.
If this interests you, you can PM or email me for more details or just turn up at Loftus on a maintenance day and have a look. Ask for Bill Parkinson, who is in charge of the workshop. He'll be happy to show you around.
Pete
<I'm not really new here. My other persona has been here for a while>
It's an easy going workshop, no real deadlines, no pressure, as it's not run on commercial lines. One of the trams has been in a major rebuild for more than 3 years. Things get done when they get done, pretty much. Wednesdays and Saturdays 0830 till about 1500 are the workshop times. You can turn up occasionally or regularly, work with others or take on a rebuild project of your own. If you don't have a particular skill and need it for your project, one of the guys will be happy to show you how or work with you.
It would probably suit older guys recently made redundant and with time available who want to keep active and contributing. Gets you out of the house and it's not far to drive for those living in The Shire. Loftus railway station is right next to the workshop also.
If this interests you, you can PM or email me for more details or just turn up at Loftus on a maintenance day and have a look. Ask for Bill Parkinson, who is in charge of the workshop. He'll be happy to show you around.
Pete
<I'm not really new here. My other persona has been here for a while>
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Some cabo guys didn't even think about whether to come in on o/time yesterday.No shortage of takers for o/time in Sydney with lames
There wouldn't be many cabos left that would really know what they are looking at for that particular inspection
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Texas Tony: I would ask each and every one of you to continue to uphold this culture by continuing to work to the standards of safety and professionalism that you always do. Form 500s and 2000s are tools available to you to support our reporting culture. I encourage each of you to continue to use these tools in good faith and for their proper purpose.
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It's late Friday and guess what?
Filipetto has given all his LMO port managers a spin......
Read into these moves what you will but, it's obvious to me that the campaign of buggery is still far from over.
Filipetto has given all his LMO port managers a spin......
Line Maintenance Terminals Leadership Update
I am now in a position to largely detail the changes to the LMO Terminals Leadership line up going forward. These changes will consolidate the effort required to take our business forward as it faces both the opportunities and challenges that lay ahead.
Manager Line Maintenance Sydney Terminals / Canberra
Mark Austin will continue in this role with the excellent leadership he has been providing over recent months. Mark has previous experience as Line Maintenance Manager WA/SA/NT, Production Manager Sydney Aircraft Maintenance and Operations Manager SIO.
Manager Line Maintenance Melbourne / Hobart
After a long and illustrious career spanning 42 years with TAA, Australian Airlines and Qantas, Tony Lauder has elected to leave the organisation and retire. Tony has demonstrated outstanding leadership and technical competency throughout the time I have known and worked with him. I would like to congratulate him on an exemplary career and thank him for the time spent in Maintenance Watch and his stewardship of the Melbourne Line Maintenance business. Ali Al-Hilli will join my team filling the void left by Tony’s departure. Ali brings 35 years’ experience having led various areas in Line Maintenance, Heavy Maintenance, Maintenance Control, Customer Support and Production Planning. Most recently, Ali has been leading the Avalon Heavy Maintenance facility and the B744 transformation program.
Manager line Maintenance Perth
Paul Trask elected to leave the business some months back to pursue other interests. Paul did an excellent job in Perth and the foundation he laid will be picked up by Mark Wade who will move permanently into the role vacated by Paul. Mark will bring to the Perth Line Maintenance Team his extensive people and operational experience, gained during 15 years with Qantas. Mark has led significant change programs in his roles within Q Catering as Operations Manager in Adelaide, Brisbane, Melbourne, and General Manager Perth. At Qantas Airports, Mark has held roles in Perth as Airport Operations Manager, Business Improvement Manager, Customer Service Manager and led a number of change initiatives across the NSW/ACT region as Manager Sydney Airport Transformation.
Manager Line Maintenance Brisbane
Again after a very long and significant career with Line Maintenance spanning almost 39 years, Mark Thompson has elected to leave the LMO business to pursue other interests. Having risen through the ranks, Mark has been very effective in his leadership roles over the years and has worked hard to make improvements in all positions he has occupied. Please join me in wishing Mark the very best in his future pursuits. Rick Warfield will now move to the position of Manager, Line Maintenance Brisbane. Rick joined Qantas in 2002 after many years working in various airlines and roles. Rick started as a LAME in BNE LMO and moved across to Brisbane Base Maintenance as the inaugural Shift/Operations Manager. After six and a half years in Base Maintenance, Rick moved to Adelaide to take on his current role of SA LMO Manager in 2010.
Manager Line Maintenance Adelaide
Given Rick’s move to the Brisbane role, I will look to use the Adelaide position as a development opportunity in the short to mid-term and I am pleased to announce that Ryan Brand – Ops Manager BNE LMO, will take up a six month secondment role as the Manager in Adelaide. Ryan returned to Qantas in 2000 in Sydney Heavy maintenance. The majority of his time since then has been spent working in MEL LMO as a LAME and Duty Maintenance Manager. Around 18 months ago Ryan took on the role as Operations Manager in Brisbane Base Maintenance and was involved in several transformation projects as well as project managing A380 offshore maintenance. In February Ryan moved back to LMO as an Operations Manager in Brisbane.
In regards to Darwin and Cairns, an interim arrangement will see Mark Strange – who currently leads the Darwin line station, assumes operational control of both these ports along with Townsville and, Alice Springs. A permanent resolution to the leadership of this region will be forthcoming soon as some details are finalised.
Please join me in congratulating and thanking those managers that are leaving our business for their outstanding efforts and dedication over many years, and wishing them the very best. In addition, please join me in welcoming the new leadership line up to our business. This LMO Leadership team going forward will continue to focus closely on staff engagement, safety, quality and operational excellence. Most of these changes will formalise and take effect in the late August / September timeframe as handovers are scheduled.
I would also like to personally thank Geoff Moore for the role he has played in managing Cairns over the last four months for me. Geoff will also be leaving the Organisation soon and again, he too has had a long and exemplary career with Qantas over many years. Geoff is seen as an “elder” and mentor by many he works with, and he will be sorely missed. We wish him well in his retirement. My thanks also to Warren Rogers for his assistance in providing short term leadership relief in both Cairns and Perth recently. Warren will be moving to another role after providing Mark a handover in Perth. Also my thanks to Martin Grimshaw who has been managing Cairns for me in the past few weeks.
For my part, I hope to move from my LMOM Program Manager role to my full time job of heading up the LMO Leadership team in the coming weeks where I can give my full attention to continuing on our journey of business improvement and consistent and honest communications with our people. I know that the recent changes in LMO have been really hard on everyone and this has left our people perhaps confused and uncertain, even cynical and raw. Being so close to it myself, I have seen how people have been affected and I do not diminish it for one minute – I have found it very difficult too, but now is the time to move forward. My commitment is to communicate openly, plainly and often - so as to re-engage our LMO Staff in what we still have to do going forward. I have two simple goals – they are to make the LMO Line Station business the best it can be and for our people to be happy by and large, to come to work.
We will however need to constantly challenge the way we do things in our business. We are part of a larger organisation and a global industry and more change is inevitable. I have flagged the review of our procedures that is needed and then what we do on the tarmac. We need to continue doing the right things for our customers, always providing the technical and quality excellence we are renowned for, and working safely – making the best use of our skills. I have signalled that we will need to work collaboratively in tweaking rosters to better match workload demand. These matters will be discussed openly and with balance, and the very people who work the tarmac and the rosters will be asked to contribute, and help shape the best possible outcomes for all concerned. I would like to make better use of technology, smart phones and tablets for example on tarmac to help with our daily work requirements, as well as focus on facility, GSE and tooling needs to have the right gear in the right place at the right time. Building stronger working relationships with Planning and the Part 42 is also prime going forward and leveraging off that collaboration to get things done.
That’s all for now, but in ending I would like to say that whilst things are tough at the moment, I do hold great optimism for the future. There is no magic in any of this – just understanding, hard work and collaboration from us all to keep developing the LMO business in a way that secures our future.
Thank you and with kind regards
Dave
I am now in a position to largely detail the changes to the LMO Terminals Leadership line up going forward. These changes will consolidate the effort required to take our business forward as it faces both the opportunities and challenges that lay ahead.
Manager Line Maintenance Sydney Terminals / Canberra
Mark Austin will continue in this role with the excellent leadership he has been providing over recent months. Mark has previous experience as Line Maintenance Manager WA/SA/NT, Production Manager Sydney Aircraft Maintenance and Operations Manager SIO.
Manager Line Maintenance Melbourne / Hobart
After a long and illustrious career spanning 42 years with TAA, Australian Airlines and Qantas, Tony Lauder has elected to leave the organisation and retire. Tony has demonstrated outstanding leadership and technical competency throughout the time I have known and worked with him. I would like to congratulate him on an exemplary career and thank him for the time spent in Maintenance Watch and his stewardship of the Melbourne Line Maintenance business. Ali Al-Hilli will join my team filling the void left by Tony’s departure. Ali brings 35 years’ experience having led various areas in Line Maintenance, Heavy Maintenance, Maintenance Control, Customer Support and Production Planning. Most recently, Ali has been leading the Avalon Heavy Maintenance facility and the B744 transformation program.
Manager line Maintenance Perth
Paul Trask elected to leave the business some months back to pursue other interests. Paul did an excellent job in Perth and the foundation he laid will be picked up by Mark Wade who will move permanently into the role vacated by Paul. Mark will bring to the Perth Line Maintenance Team his extensive people and operational experience, gained during 15 years with Qantas. Mark has led significant change programs in his roles within Q Catering as Operations Manager in Adelaide, Brisbane, Melbourne, and General Manager Perth. At Qantas Airports, Mark has held roles in Perth as Airport Operations Manager, Business Improvement Manager, Customer Service Manager and led a number of change initiatives across the NSW/ACT region as Manager Sydney Airport Transformation.
Manager Line Maintenance Brisbane
Again after a very long and significant career with Line Maintenance spanning almost 39 years, Mark Thompson has elected to leave the LMO business to pursue other interests. Having risen through the ranks, Mark has been very effective in his leadership roles over the years and has worked hard to make improvements in all positions he has occupied. Please join me in wishing Mark the very best in his future pursuits. Rick Warfield will now move to the position of Manager, Line Maintenance Brisbane. Rick joined Qantas in 2002 after many years working in various airlines and roles. Rick started as a LAME in BNE LMO and moved across to Brisbane Base Maintenance as the inaugural Shift/Operations Manager. After six and a half years in Base Maintenance, Rick moved to Adelaide to take on his current role of SA LMO Manager in 2010.
Manager Line Maintenance Adelaide
Given Rick’s move to the Brisbane role, I will look to use the Adelaide position as a development opportunity in the short to mid-term and I am pleased to announce that Ryan Brand – Ops Manager BNE LMO, will take up a six month secondment role as the Manager in Adelaide. Ryan returned to Qantas in 2000 in Sydney Heavy maintenance. The majority of his time since then has been spent working in MEL LMO as a LAME and Duty Maintenance Manager. Around 18 months ago Ryan took on the role as Operations Manager in Brisbane Base Maintenance and was involved in several transformation projects as well as project managing A380 offshore maintenance. In February Ryan moved back to LMO as an Operations Manager in Brisbane.
In regards to Darwin and Cairns, an interim arrangement will see Mark Strange – who currently leads the Darwin line station, assumes operational control of both these ports along with Townsville and, Alice Springs. A permanent resolution to the leadership of this region will be forthcoming soon as some details are finalised.
Please join me in congratulating and thanking those managers that are leaving our business for their outstanding efforts and dedication over many years, and wishing them the very best. In addition, please join me in welcoming the new leadership line up to our business. This LMO Leadership team going forward will continue to focus closely on staff engagement, safety, quality and operational excellence. Most of these changes will formalise and take effect in the late August / September timeframe as handovers are scheduled.
I would also like to personally thank Geoff Moore for the role he has played in managing Cairns over the last four months for me. Geoff will also be leaving the Organisation soon and again, he too has had a long and exemplary career with Qantas over many years. Geoff is seen as an “elder” and mentor by many he works with, and he will be sorely missed. We wish him well in his retirement. My thanks also to Warren Rogers for his assistance in providing short term leadership relief in both Cairns and Perth recently. Warren will be moving to another role after providing Mark a handover in Perth. Also my thanks to Martin Grimshaw who has been managing Cairns for me in the past few weeks.
For my part, I hope to move from my LMOM Program Manager role to my full time job of heading up the LMO Leadership team in the coming weeks where I can give my full attention to continuing on our journey of business improvement and consistent and honest communications with our people. I know that the recent changes in LMO have been really hard on everyone and this has left our people perhaps confused and uncertain, even cynical and raw. Being so close to it myself, I have seen how people have been affected and I do not diminish it for one minute – I have found it very difficult too, but now is the time to move forward. My commitment is to communicate openly, plainly and often - so as to re-engage our LMO Staff in what we still have to do going forward. I have two simple goals – they are to make the LMO Line Station business the best it can be and for our people to be happy by and large, to come to work.
We will however need to constantly challenge the way we do things in our business. We are part of a larger organisation and a global industry and more change is inevitable. I have flagged the review of our procedures that is needed and then what we do on the tarmac. We need to continue doing the right things for our customers, always providing the technical and quality excellence we are renowned for, and working safely – making the best use of our skills. I have signalled that we will need to work collaboratively in tweaking rosters to better match workload demand. These matters will be discussed openly and with balance, and the very people who work the tarmac and the rosters will be asked to contribute, and help shape the best possible outcomes for all concerned. I would like to make better use of technology, smart phones and tablets for example on tarmac to help with our daily work requirements, as well as focus on facility, GSE and tooling needs to have the right gear in the right place at the right time. Building stronger working relationships with Planning and the Part 42 is also prime going forward and leveraging off that collaboration to get things done.
That’s all for now, but in ending I would like to say that whilst things are tough at the moment, I do hold great optimism for the future. There is no magic in any of this – just understanding, hard work and collaboration from us all to keep developing the LMO business in a way that secures our future.
Thank you and with kind regards
Dave
I am following this story as an outsider who once considered it my responsibility as an Australian to always fly Qantas. It belonged to us and while there were problems with overmanning, it was the best airline in the world. I can't believe what the management have done to the company. It's almost as if they are infiltrators from a competitor and sadly I no longer travel on the airline. I think it was the staples in the floor lighting that did it for me. As for the above clown's letter to staff, the moment I see the words 'going forward', I know that anything which follows is going to be bull****.
I wish you all well in the struggle but I fear it is too late for the Roo.
I wish you all well in the struggle but I fear it is too late for the Roo.
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the moment I see the words 'going forward',
It is my sincere hope that in time, this phrase will be consigned to the dustbin of history, and every person who ever used it will cringe that they used it so flippantly, frequently and slavishly.
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Why the **** is a catering manager in charge of maintenance? They can't be serious!
Mark will bring to the Perth Line Maintenance Team his extensive people and operational experience, gained during 15 years with Qantas. Mark has led significant change programs in his roles within Q Catering as Operations Manager in Adelaide, Brisbane, Melbourne, and General Manager Perth. At Qantas Airports, Mark has held roles in Perth as Airport Operations Manager, Business Improvement Manager, Customer Service Manager and led a number of change initiatives across the NSW/ACT region as Manager Sydney Airport Transformation
You couldn't make this **** up, could you? I am gobsmacked!
Mark will bring to the Perth Line Maintenance Team his extensive people and operational experience, gained during 15 years with Qantas. Mark has led significant change programs in his roles within Q Catering as Operations Manager in Adelaide, Brisbane, Melbourne, and General Manager Perth. At Qantas Airports, Mark has held roles in Perth as Airport Operations Manager, Business Improvement Manager, Customer Service Manager and led a number of change initiatives across the NSW/ACT region as Manager Sydney Airport Transformation
You couldn't make this **** up, could you? I am gobsmacked!
short flights long nights
Unfortunately, the words deck chairs, rearranging and Titanic come to mind.
The way it was.
"Looking back over 10 years experience (of B707 planning, introduction and service), I would say unhesitatingly that any success we achieve today or any standards of integrity of technical operation which we have established rests very largely on the fact that we have been able and indeed encouraged by our management, down the years, to expand not only the depths of our technical support, but also the breadth of our technical administration.
Technical support divisions ... have the responsibilty of providing the solution in terms of precise and airworthy fixes for the production divisions to incorporate. All three echelons, Technical Administraion, Technical Support and the Operating Division, must be competent and confident of their ability, sometimes almost twice daily, to get up and go together. I could name examples among many airlines in many countries where one, two (and sometimes all three) of these three critical functioning echelons are either weak or non-existent.
The worst tragedy is to see an airline with competent, keen and enthusiastic engineers in the production division having their hearts broken because they do not have proper technical administration above them or where their technical support divisions are woefully weak. Qantas today has over 40 professional engineers in its technical support divisions and we need every one of them.
I think one of the faults that occur in engineering organisations in airlines is that the higher technical administration echelons ignore the old dictum "watch the doughnut and not the hole." Forward planning on economic problems, on non-technical administration and on the problems of projected new equipment are, in the final analysis, not nearly as essential from an engineering management point of view as forward planning on hardware, on preventative maintenance and forward planning on rectification problems with a view to eliminating causes; rather than simply getting slicker in the treatment of effects."
Technical support divisions ... have the responsibilty of providing the solution in terms of precise and airworthy fixes for the production divisions to incorporate. All three echelons, Technical Administraion, Technical Support and the Operating Division, must be competent and confident of their ability, sometimes almost twice daily, to get up and go together. I could name examples among many airlines in many countries where one, two (and sometimes all three) of these three critical functioning echelons are either weak or non-existent.
The worst tragedy is to see an airline with competent, keen and enthusiastic engineers in the production division having their hearts broken because they do not have proper technical administration above them or where their technical support divisions are woefully weak. Qantas today has over 40 professional engineers in its technical support divisions and we need every one of them.
I think one of the faults that occur in engineering organisations in airlines is that the higher technical administration echelons ignore the old dictum "watch the doughnut and not the hole." Forward planning on economic problems, on non-technical administration and on the problems of projected new equipment are, in the final analysis, not nearly as essential from an engineering management point of view as forward planning on hardware, on preventative maintenance and forward planning on rectification problems with a view to eliminating causes; rather than simply getting slicker in the treatment of effects."
July, 1966.
Last edited by Captain Gidday; 19th Jul 2014 at 00:03. Reason: Spelling.
CG:
What a brilliant summation of how an airline should 'think'. I am sure that everyone I have worked with at Qf were so excited to join a group with that philosophy and desire for excellence - it was certainly how I felt. And look what a collection of fools, sycophants and thieves have done in such a short space of time....
What a brilliant summation of how an airline should 'think'. I am sure that everyone I have worked with at Qf were so excited to join a group with that philosophy and desire for excellence - it was certainly how I felt. And look what a collection of fools, sycophants and thieves have done in such a short space of time....