Travelpro72
Veteran
- Jan 30, 2005
- 4,964
- 455
Giiiiiiiirl that can was INDUSTRIAL sized. I wanted to say something about the lemon scent but well ya know....i needed a chuckle. I thought the back galley smelled like fruit...Oh wait....
Hey, Luggage Boy! You got a problem with my bottle of starch?! And for the record it Faultless Lemon Scent not Niagra I can't be looking like one of these flight attendants that just got shot out of a cannon from the Lagoon right into the B terminal just running an egg beater through the hair. I always take some personal pride. It's does take up a lot of my roller board but we all have plight in life.
This board is pretty ridiculous, but anyhow.
This board is pretty ridiculous, but anyhow.
Isom has only been to one Crew News and there were lots of new hires in the class, so there is nothing wrong with him asking that question at his 2nd crew news. The world does not revolve around knowing everything about East FA's and East FA Training before walking into the room especially with something as trivial as asking a question that the bashers think is ridiculous. Isom is there to allow FA's to ask questions and to inform the workforce on things that affect the FA life, something the East never got from management in the past and also something that many take for granted. Yes, west crews have layovers in CLT and yes, west new hires may have visited the the CLT Training center.
The bottom line is that management in Tempe doesn't want to fix the problems of PHL or they would have. There are solutions to every problem. It takes a willingness to want do things better. I've said it before, but Doug Parker doesn't have the sophistication, the vision, nor the class to go about running a world-class airline. I firmly believe that US' problems in PHL are not insurmountable. To date, the senior leadership at HP/US is more concerned with short-term profits rather than long-term solutions (for which there will be consequences). USAirways has become a disgrace both operationally and service wise. Tempe's way of handling PHL is to hire a bunch of thugs from the ghetto who will work for $8.00 an hour and a bunch of operations managers (kids, really) who have just graduated from ASU and then sent off to PHL for their first assignment. PHL could be the crown jewel in USAirways' system, but that would take investment...in facilities, in training, in US' people, and in the product. When employees feel valued, they perform.
The company appears to be set on targeting a lower-caliber demographic to fill its aircraft, and conversely, attracts a lower-quality employee that keeps the revolving door cycle constantly spinning. The seasoned "East" employees and the "Easties" on this board aren't just a bunch whose misery loves company. They have been demoralized by the continued degradation of their company's product by a group of executives who are so clearly out of touch with the Northeast customer base. That customer just wants a website that performs efficiently, kiosks that function, ticket agents that can manage ticketing glitches in a timely manner, airplanes, club rooms, and gate locations that don't look as if a movie theater has just emptied out, and an in-flight service product that is competitive with other international carriers: coat closets, seat pitch, an adequate first class cabin (for U/G's), and IFE that is functional. None of this is new thinking and it certainly isn't rocket science. If Gordon Bethune can take Frank Lorenzo's legacy at CO from worst to first, then it can be done at Airways as well. Unfortunately, the team in charge in Tempe is better suited for MESA, not a major international legacy carrier. That is what USAirways is.
It boggles my mind how some of you can come on here as HP management apologists. The dismal DOT rankings speak for themselves. That dirty, torn club room chair that was posted in these threads several weeks ago was very indicative of the state of affairs at USAirways: Very poor leadership, no quality control, no defined product, and no vision. I am just waiting for the day that the Star Alliance shows the "new" USAirways the door...
Can anyone name one person in the history of this company that was in management that people liked? I don't think so.Is there a single person in the management team that folks on this board like?
I have not been briefed at all on the makeup of the workforce on the significantly more complex, international part of the airline that is three times larger than it's counterpart.
.....
I'm thinking that is what he actually meant to say...
Tempe's way of handling PHL is to hire a bunch of thugs from the ghetto who will work for $8.00 an hour
The bottom line is that management in Tempe doesn't want to fix the problems of PHL or they would have. There are solutions to every problem. It takes a willingness to want do things better. I've said it before, but Doug Parker doesn't have the sophistication, the vision, nor the class to go about running a world-class airline. I firmly believe that US' problems in PHL are not insurmountable. To date, the senior leadership at HP/US is more concerned with short-term profits rather than long-term solutions (for which there will be consequences). USAirways has become a disgrace both operationally and service wise. Tempe's way of handling PHL is to hire a bunch of thugs from the ghetto who will work for $8.00 an hour and a bunch of operations managers (kids, really) who have just graduated from ASU and then sent off to PHL for their first assignment. PHL could be the crown jewel in USAirways' system, but that would take investment...in facilities, in training, in US' people, and in the product. When employees feel valued, they perform.
The company appears to be set on targeting a lower-caliber demographic to fill its aircraft, and conversely, attracts a lower-quality employee that keeps the revolving door cycle constantly spinning. The seasoned "East" employees and the "Easties" on this board aren't just a bunch whose misery loves company. They have been demoralized by the continued degradation of their company's product by a group of executives who are so clearly out of touch with the Northeast customer base. That customer just wants a website that performs efficiently, kiosks that function, ticket agents that can manage ticketing glitches in a timely manner, airplanes, club rooms, and gate locations that don't look as if a movie theater has just emptied out, and an in-flight service product that is competitive with other international carriers: coat closets, seat pitch, an adequate first class cabin (for U/G's), and IFE that is functional. None of this is new thinking and it certainly isn't rocket science. If Gordon Bethune can take Frank Lorenzo's legacy at CO from worst to first, then it can be done at Airways as well. Unfortunately, the team in charge in Tempe is better suited for MESA, not a major international legacy carrier. That is what USAirways is.
It boggles my mind how some of you can come on here as HP management apologists. The dismal DOT rankings speak for themselves. That dirty, torn club room chair that was posted in these threads several weeks ago was very indicative of the state of affairs at USAirways: Very poor leadership, no quality control, no defined product, and no vision. I am just waiting for the day that the Star Alliance shows the "new" USAirways the door...