Let’s not forget that despite the publicity, all G700 deliveries are late. Did not have to be and completely mismanaged - just another example of poor management. Supply chain is not an excuse - no matter how many times you say it.
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@1e5 which sr vp is controlling or influencing the distribution of headcount ? Maybe the same one who pushed so hard for that failed workforce headcount plan that has yet to help the bottom line.
@2ah for some reason that 1 sr vp seems to have a lot of influence over parts of the business they know little to nothing about. How do you make major policy changes and not know or understand the impact? And Leaders out there who attended the “Managers Meeting” in Savannah where the changes were announced? If you did what did you notice about that sr vp and how they answered any questions?
All I hear every day, is that we have to meet the schedule, that there is no time for people to slow down to do things the right way. It's the just get it done mentality that has allowed for the culture of mediocrity to flourish. Cutting all the perks and fringe benefits that used to exist here is a reaction to the enormous amount of rework that now has to be done because people are rushing so much, they make careless mistakes.
Someone complained that it took a guy an entire shift to perform sealant operations, but that sealant looked like perfection. Compare that to the guy that took 2 hours to do similar sealant work, but it was horrible and required him to remove it all and do it again (twice).
We need to get back to basics, allow people to use the correct processes and tools to perform the work, stop belittling or rushing people that are trying to take their time to do the job right, and just let them do their job. Until that happens, we will continue to see more mistakes, more rework, and they will continue to take more from us to make up what is decreasing the profit margin per aircraft.
This senior VP….. Is that the one who decided to cut completions lunch to 30 mins, clock in and out for it giving you a 28 mins lunch, overtime changes, vacation changes? All because service center was doing 30 mins lunch, but they hardly have work half the time while completions is basically a assembly line.
@409 Most of you managers either have no idea who does what on the floor in a daily bases, or you play favorites, don’t care about employee issues on the floor. Sure you would love for there to be no middle man so you can rule unchecked. To be honest, most managers I had were terrible at managing people, all they do is cprev schedule and let thier leads do what they want assigning work.
“People Ops” haha. Throw a different title on the same people making the same stupid decisions.
@OP Here’s a thought.
Bolt a software development company has eliminated its HR department, according to its CEO.
Instead, we now have people ops.
More focused on efficiency, less focused on fluff.
This doesn’t mean we don’t value culture, oversight, or checks and balances. In fact the opposite. We care deeply about these topics. However, we believe there’s a better way to do it; and one without middlemen getting in the way of our teammates and their managers.
For serious employee treatment issues, someone can escalate to a superior or people ops team member.
But after several experiments, including Conscious Culture, I’ve concluded that HR is the wrong energy, format, and approach. People ops empowers managers, streamlines decision making, and keeps the company moving at lightning speed.
@OP how bad does the culture have to get, talent turnover and worse those who quit and stay, before someone connects the drop in how employees feel, with the performance of the company? Seems like that 1 sr vp owns that drop in culture and performance with all this policy changes.
@1wr not true, I have heard the directors n my area talking about more than 2 sr vps not being aware of multiple changes. So again who is running the show?
@1n6 I would not argue it's only one person in management. Major policy changes are likely reviewed but all the c suites.
@1e5 so I ask again, who’s running the company if one senior vp can make multiple changes that impact the operating success of the company?
I am kind of blown away by how the top management wants to scale so quickly but is also willing to squeeze the workforce so tightly that it either sc--ws people out of a job or makes a group entirely functionless. The brain drain on the floor and in the office is insane.
Look at all the talent that has left. I believe that answers your question.
The one who cut overtime, vacation rollover and the amazingly inept reorg in completion’s.
@t6 are you talking the top dog or the one senior vp who cut overtime and vacation rollover.
Ask yourself has the culture gotten better over the past 5+ years? Seriously do you feel valued as an employee? Do you feel like anyone is looking out for what’s in your best interest? How can deliveries continue to be late? Who’s making the decisions on staffing, overtime, policy changes ?
Just a thought.