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diffi cult with time. Even though the glass of water can’t weigh much, you begin having diffi culty in holding your arm out. Small problems are the same way. If you don’t address them when they are small, they tend to fester and turn into big problems.


3. Aging equipment or degradation of maintenance services. We technicians know that periodic preventive maintenance on tools and equipment improves their reliability. This also holds true of the facility. I ran into an experienced quality systems auditor who said one of the fi rst things he did when he got to a facility is to use the employee’s rest room. If the rest room was unkempt, then it was likely that the safety and quality systems would be, too.


4. & 5. Direct cuts in quality and operational excellence personnel, and elimination or outsourcing of customer assistance resources. This impacts the customer almost immediately. The same major airline that I mentioned previously also fi gured that since airline passengers were doing everything online from making reservations to checking in and printing their boarding passes on their own, why did they need reservation staff ? Once the reservation staff was gone, complaints rose dramatically that there was no person to talk to for assistance. In another brilliant move, they decided to outsource that process. Now you had a person to talk to but you couldn’t understand them. Looking at it from the airline’s point of view, it would appear that there is no pleasing the customers. Customers wanted a person and they supplied a person. The customer didn’t stipulate they had to actually communicate with each other. Customers are rude —


they should be thankful that we are selling them a seat on our airline and shut up. Does that sound like professional arrogance? It creeps up on you, doesn’t it?


LESSONS LEARNED The cost of poor quality and poor safety can be counted in loss of money, reputation and lives. Even if you don’t understand the


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