bravozulu@afw
Member
- Nov 17, 2008
- 56
- 10
President Horton has announced a 'Shakeup' in management. I STRONGLY suggest a Shakeup in LEADERSHIP STYLE!!
Let those who work at HDQ stop using FEAR & INTIMIDATION! C.R. Smith made a POINT to keep a close relationship with his executives & those key employees in the UNIONS! He REWARDED loyalty and hard effective work. AA, at that time, was the epitome of excellence in the air. AA not only was the best in the air, it had the best employees who took care of the customers, cargo and the aircraft. A discouraging word was not heard anywhere on AA property!!
My how times have CHANGED!! Spater, Casey, Crandal, Carty & Arpy. These CEO's have made working for AA TEDIOUS & UN-PLEASURABLE! These 'Bean Counters' have created an atmosphere of repression that causes a HAZARDOUS WORK ENVIRONMENT! Political Correctnes has castrated the DRIVE & INNOVATION that set AA apart from our competitors! "YOUR REWARD IS YOUR JOB"!! Bon(e) us' have been paid to those who "Crack the Whip", Cut costs, corners & compliance issues and make life, inside the turnstyle, hell.
Productivity is the goal of ALL levels of management. Why not REWARD those who PRODUCE the PRODUCT ON TIME, UNDER-BUDGET, the FIRST TIME!! REWARD INNOVATION(ideAAs in AAction). This takes COHERENT TEAMWORK, INDIVIDUAL DEVELOPMENT AND PERSONAL RESPONSIBILITY/ACCOUNTABILITY. These traits should be EXPECTED from ALL HANDS.
W EDWARDS DEMMING, his principles virtually changed the Dept of Defense, Ford Motor Co, et al..
"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces."
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management, described below.
[edit] Key principlesDeming offered fourteen key principles to managers for transforming business effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-24)[24] Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement.[25]
1.Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs.
2.Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3.Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
4.End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5.Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6.Institute training on the job.
7.Institute leadership. The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8.Drive out fear, so that everyone may work effectively for the company.
9.Break down barriers between departments. People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service.
10.Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11.a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
b. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.
12.a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective.
13.Institute a vigorous program of education and self-improvement.
14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."
[edit] Seven Deadly DiseasesThe "Seven Deadly Diseases" include:
1.Lack of constancy of purpose
2.Emphasis on short-term profits
3.Evaluation by performance, merit rating, or annual review of performance
4.Mobility of management
5.Running a company on visible figures alone
6.Excessive medical costs
7.Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes
1.Neglecting long-range planning
2.Relying on technology to solve problems
3.Seeking examples to follow rather than developing solutions
4.Excuses, such as "our problems are different"
5.Obsolescence in school that management skill can be taught in classes[27]
6.Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
7.Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences
8.Relying on quality inspection rather than improving product quality
I DID NOT WANT TO MAKE THIS AN ADVIRTISEMENT FOR MR DEMMING, BUT AS A WAKE UP CALL FOR MR HORTON!!
LAST POINT: There is a book that describes AA in the 40's, 50's & 60's. This book NOW describes a CURRENT airline based at LOVE FIELD: NUTS! by Kevin & Jackie Freiberg. IT SHOULD BE REQUIRED READING BY AA's BOD & Senior Management. This should be a HANDBOOK for all AA Crew Chiefs and ABOVE!!
AA should be taking CARE of those who CARE for our CUSTOMERS!! Our AIRCRAFT!! Our PRODUCTS!!
Let those who work at HDQ stop using FEAR & INTIMIDATION! C.R. Smith made a POINT to keep a close relationship with his executives & those key employees in the UNIONS! He REWARDED loyalty and hard effective work. AA, at that time, was the epitome of excellence in the air. AA not only was the best in the air, it had the best employees who took care of the customers, cargo and the aircraft. A discouraging word was not heard anywhere on AA property!!
My how times have CHANGED!! Spater, Casey, Crandal, Carty & Arpy. These CEO's have made working for AA TEDIOUS & UN-PLEASURABLE! These 'Bean Counters' have created an atmosphere of repression that causes a HAZARDOUS WORK ENVIRONMENT! Political Correctnes has castrated the DRIVE & INNOVATION that set AA apart from our competitors! "YOUR REWARD IS YOUR JOB"!! Bon(e) us' have been paid to those who "Crack the Whip", Cut costs, corners & compliance issues and make life, inside the turnstyle, hell.
Productivity is the goal of ALL levels of management. Why not REWARD those who PRODUCE the PRODUCT ON TIME, UNDER-BUDGET, the FIRST TIME!! REWARD INNOVATION(ideAAs in AAction). This takes COHERENT TEAMWORK, INDIVIDUAL DEVELOPMENT AND PERSONAL RESPONSIBILITY/ACCOUNTABILITY. These traits should be EXPECTED from ALL HANDS.
W EDWARDS DEMMING, his principles virtually changed the Dept of Defense, Ford Motor Co, et al..
"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces."
The System of Profound Knowledge is the basis for application of Deming's famous 14 Points for Management, described below.
[edit] Key principlesDeming offered fourteen key principles to managers for transforming business effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-24)[24] Although Deming does not use the term in his book, it is credited with launching the Total Quality Management movement.[25]
1.Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs.
2.Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3.Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
4.End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
5.Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6.Institute training on the job.
7.Institute leadership. The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8.Drive out fear, so that everyone may work effectively for the company.
9.Break down barriers between departments. People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service.
10.Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11.a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
b. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.
12.a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective.
13.Institute a vigorous program of education and self-improvement.
14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."
[edit] Seven Deadly DiseasesThe "Seven Deadly Diseases" include:
1.Lack of constancy of purpose
2.Emphasis on short-term profits
3.Evaluation by performance, merit rating, or annual review of performance
4.Mobility of management
5.Running a company on visible figures alone
6.Excessive medical costs
7.Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes
1.Neglecting long-range planning
2.Relying on technology to solve problems
3.Seeking examples to follow rather than developing solutions
4.Excuses, such as "our problems are different"
5.Obsolescence in school that management skill can be taught in classes[27]
6.Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
7.Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences
8.Relying on quality inspection rather than improving product quality
I DID NOT WANT TO MAKE THIS AN ADVIRTISEMENT FOR MR DEMMING, BUT AS A WAKE UP CALL FOR MR HORTON!!
LAST POINT: There is a book that describes AA in the 40's, 50's & 60's. This book NOW describes a CURRENT airline based at LOVE FIELD: NUTS! by Kevin & Jackie Freiberg. IT SHOULD BE REQUIRED READING BY AA's BOD & Senior Management. This should be a HANDBOOK for all AA Crew Chiefs and ABOVE!!
AA should be taking CARE of those who CARE for our CUSTOMERS!! Our AIRCRAFT!! Our PRODUCTS!!
