- Dec 21, 2002
- 5,998
- 347
August 25, 2006
To: Management and Union Representatives
SUBJECT: LINE MAINTENANCE BREAKTHROUGH COMMUNICATION
American Airlines Maintenance is in a unique position today. On the one hand, we face severe competitive pressures as an
M&E organization, and, on the other hand, we have a rapidly growing opportunity as a third-party maintenance provider.
Over 65 TWU and management leaders from across the company met in the Dallas area from August 14 through 16. The
purpose was to identify our opportunities, to understand our challenges, and to discuss how to enhance our competitiveness
while maintaining our current network of line maintenance stations.
The group first reviewed data on our historical best performance, which occurred in 1995, as well as best-in-class industry
competitors. Together, the group then developed the vision and established the breakthrough goals that would allow AA Line
Maintenance to achieve best-in-class. We agreed that by working together, union and management could achieve best-in-class
and attain our breakthrough goals. We defined our vision and breakthrough goals this way.
Vision: Work together to build on our proud and professional history; provide high value to our customers and employees; be
the first choice for high quality Line Maintenance Services worldwide.
Breakthrough Goals: Through employee involvement, exceed AA 1995 performance levels, attain $95M in recurring savings
by year-end 2008, and achieve Best-in-Class by year-end 2010.
The group has chartered several teams on topics that were critical to achieving the goals:
1. Leadership/Incentives/Culture 5. Dependability
2. Communications 6. Inventory, Supplies and Equipment
3. Third-party work 7. Workload/Processes
4. Information Technology 8. Metrics (performance tracking)
The teams will develop a work-plan for engaging and empowering front-line employees, aligning the interests of the company
and the employees, and achieving the goals developed by the teams. More information will follow as the work stream teams set
their charters and identify areas that need improvement.
On the last day of our conference, Bob Reding addressed the group and reiterated his commitment to transforming AA Line
Maintenance into a best-in-class operation, and he reinforced his commitment to the maintenance organization employees.
This is a pivotal event in our future, as Line Maintenance aligns itself with the rest of the Maintenance and Engineering
organization in our common goal of transforming ourselves in to the best in class aviation maintenance provider.
Danny Martinez Donald Videtich
Vice President Air Transport Division - Project Coordinator
Line Maintenance Transport Workers Union
To: Management and Union Representatives
SUBJECT: LINE MAINTENANCE BREAKTHROUGH COMMUNICATION
American Airlines Maintenance is in a unique position today. On the one hand, we face severe competitive pressures as an
M&E organization, and, on the other hand, we have a rapidly growing opportunity as a third-party maintenance provider.
Over 65 TWU and management leaders from across the company met in the Dallas area from August 14 through 16. The
purpose was to identify our opportunities, to understand our challenges, and to discuss how to enhance our competitiveness
while maintaining our current network of line maintenance stations.
The group first reviewed data on our historical best performance, which occurred in 1995, as well as best-in-class industry
competitors. Together, the group then developed the vision and established the breakthrough goals that would allow AA Line
Maintenance to achieve best-in-class. We agreed that by working together, union and management could achieve best-in-class
and attain our breakthrough goals. We defined our vision and breakthrough goals this way.
Vision: Work together to build on our proud and professional history; provide high value to our customers and employees; be
the first choice for high quality Line Maintenance Services worldwide.
Breakthrough Goals: Through employee involvement, exceed AA 1995 performance levels, attain $95M in recurring savings
by year-end 2008, and achieve Best-in-Class by year-end 2010.
The group has chartered several teams on topics that were critical to achieving the goals:
1. Leadership/Incentives/Culture 5. Dependability
2. Communications 6. Inventory, Supplies and Equipment
3. Third-party work 7. Workload/Processes
4. Information Technology 8. Metrics (performance tracking)
The teams will develop a work-plan for engaging and empowering front-line employees, aligning the interests of the company
and the employees, and achieving the goals developed by the teams. More information will follow as the work stream teams set
their charters and identify areas that need improvement.
On the last day of our conference, Bob Reding addressed the group and reiterated his commitment to transforming AA Line
Maintenance into a best-in-class operation, and he reinforced his commitment to the maintenance organization employees.
This is a pivotal event in our future, as Line Maintenance aligns itself with the rest of the Maintenance and Engineering
organization in our common goal of transforming ourselves in to the best in class aviation maintenance provider.
Danny Martinez Donald Videtich
Vice President Air Transport Division - Project Coordinator
Line Maintenance Transport Workers Union
