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JUST PLANE CULTURE


are compliant you need oversight from shift managers. To keep the shift managers compliant they need to be watched over by general managers and on and on. With so much oversight (which breeds micro-management) very little real management takes place. Micro-management constricts the working environment


and productivity. Workers can only produce within very narrow finite limits, which frustrates management who wants more production. The typical managerial response is to supply more oversight (aka more micro-management), which reduces the production levels even more. Let’s look at this in detail and see how this can innocently get out of hand. The CEO will tell the area manager that resources are available to produce 10 widgets per day so that is what is expected. The area manager, to impress the CEO, will insist that the general manager produce 11 widgets per day with less resources to show he is not only more productive but frugal as well. “Do more with less” is the dictum. “I’ll be watching you.” To cover himself, the general manager will tell the shift manager to produce no less than 12 widgets per day and do it with fewer employees to show the general manager that he too can be more productive and spend less. The shift manager must pad the books to try to meet those production levels so insists that the supervisor produce 14 widgets per day and they have to do it with limited resources and available manpower. The employees are faced with an unattainable task that destroys incentive and production drops to 6 widgets per day. The CEO is furious with the area manager who vents to the general manager that punishes the shift manager who puts more restrictions and raises the production limits on the supervisor and the employees. Now employee turnover has increased losing experienced workers and places a strain on training with new hires and putting more inexperienced workers in production, absenteeism and safety issues are rising due to stress, further demoralizing the workforce which can now only produce 4 widgets per day.


The solution is simple, the employees


are not compliant with the production quotas; they are abusing the absentee policy and ignoring clear safety policies as well. They need more supervision and punishment levels need to be increased to ensure compliance. “Those darn


employees, they have to be watched constantly to ensure they stay complaint, and since they are not compliant they need more oversight. A happy worker is a productive worker. All unhappy workers will be taken out back and shot.” Let the managerial paranoia reign supreme. Hmmm, managerial thought process in action, “Resources might be the issue”. Management logic: “If it takes 9 months for a woman to have a baby, we can gather 9 women to produce a baby in one month, simple math 1 times 9 is the same as 9 times 1.” News flash – it doesn’t work. History tells us it doesn’t work. Your own reduced production levels should be telling you it doesn’t work. Throwing resources at a problem is not the


Simplifying Complex Engine and


Airframe Component Services STS Component Solutions leverages Quantum MRO & Logistics software to transform its aftermarket operations


The Challenge STS Component Solutions


STS Component Solutions, a division of STS Aviation Group, supports some of the largest passenger and freight airlines and MROs in the world by providing dedicated support teams for each region, and marketing our aircraft components and services world-wide. STS Aviation Group is a diversified company that specializes in support services for the aerospace industry through its four divisions: on-call and scheduled line maintenance through STS Line Maintenance; inventory solutions for airframe and engine components through STS Component Solutions; aerospace specific staffing services through STS AeroStaff Services; and, Engineering Support including 24x7 DER services through STS Engineering Solutions.


The immense complexity of engine and aircraft component services at STS Component Solutions comprises background processes for sourcing, teardown, disposi- tion, cost, logistics, sales, support and detailed regulatory data management for global engine and airframe parts distribution services. To further streamline operations, STS wanted to move from using disparate systems for accounting and ERP, into a modern solution that would inte- grate business processes across their division to become more efficient and responsive to their customer needs.


The Solution


Designed specifically for avia- tion aftermarket services, STS selected Component Control’s Quantum MRO & Logistics soft- ware to meet its accounting, ERP and Lot Costing integration needs and allow for expansion over time to encompass more integrated capabilities. With the Quantum accounting module, compliance, auditability and quality control requirements are incorporated into simplified processes to better


www.stsaviationgroup.com 05 2014 29


manage customer accounts, inventory, and sales. The Lot Costing module consolidates management of acquisition of inventory lots, the purchase, teardown and sale of engine and airframe components, and selling inventory consignments. To expe- dite online parts sales, STS uses Quantum’s Parts Search App module to list updated inventory and receive RFQs through their website in real-time 24/7.


“A significant benefit of Quantum is found when business process- es are structured around the Quantum database, giving us a business intelligence environment for maximizing our understand- ing of operational data and while continuously optimizing produc- tivity,” said Nick Chambers, Vice President of Operations at STS Component Solutions.


www.componentcontrol.com


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