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Communication Assessment: Hawaiian Airlines’ Maintenance and Engineering Department by Lani Almanza, Jennifer Campbell-Meier, Bill Kunstman, Zachary Keever,

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Presentation on theme: "Communication Assessment: Hawaiian Airlines’ Maintenance and Engineering Department by Lani Almanza, Jennifer Campbell-Meier, Bill Kunstman, Zachary Keever,"— Presentation transcript:

1 Communication Assessment: Hawaiian Airlines’ Maintenance and Engineering Department by Lani Almanza, Jennifer Campbell-Meier, Bill Kunstman, Zachary Keever, Viil Lid, Stephanie Rolfe & Miwa Yamazaki

2 Hawaiian Airlines Hawaii's largest airline since its founding in 1929 –serves 18 domestic and international destinations in the Pacific region. –specializes in air transportation to, from, and among the Hawaiian Islands and the South Pacific Carrying more than 6 million passengers a year –daily flights to seven destinations throughout the Hawaiian Islands –Daily flights to the mainland –weekly flights to the South Pacific destinations of Tahiti and American Samoa. From

3 “…times of uncertainty produce unhappy people.” Second Bankruptcy –“more civil than the first bankruptcy” Maintenance & Engineering is currently without a Vice President –4 VPs, 2 Senior Directors acting as VP and 2 Interim VPs (acting as consultants) since –Last VP stayed 2 weeks.

4 Maintenance and Engineering Division Departments –Engineering and Reliability –Aircraft Maintenance –Quality Assurance –Planning and Materiels –GSE and Environmental Compliance Groups –Management –Labor

5 Methodology Interviews –Conducted 56 interviews across the division Surveys –Distributed over 300 surveys –Received 62 completed surveys

6 Methodology (cont.)

7

8 Constraints Organization –Large organization –Multiple shifts –Essential work –Holidays and vacations –Secure area Unable to interview as many people as we hoped –Random Sampling –Convenience Sampling –Accidental/Snowball Sampling Surveys not handed out directly

9 Strengths

10 Employee Productivity “We accomplish a lot with a small workforce” “The work never runs out & I feel proud when I see the plane at the gate”

11 Employee Satisfaction. “Which job? Mine? Pretty good, 7.” “Personally, I get satisfied, what I fix doesn’t come back.”

12 Employee Commitment

13 Interviewees across departments and levels reported that labor group’s competency is one of the division’s strengths. –“Qualified, competent people” –“Capability and know-how are there.” –People, “… take pride in the fact that Hawaiian Airlines has a good performance record.” Employee Competency

14 Weaknesses

15 Lack of Strong Leadership Lack of Vice President - lack of vision, cohesiveness, 'personality’ Lack of Leadership - 'unhealthy' attitudes to communication - micro-management - feedback leads to better motivation

16 Lack of Strong Leadership

17 Departmental and Group Differences

18

19 Labor group generally dissatisfied with communication Management group generally indifferent to communication

20 Lack of Formal Information Current culture surrounding Hawaiian Airlines formal communication Key issues involved with information Withholding

21 Lack of Accountability Lack of supervision –Lack of experiences, –Lack of abilities of handling issues Lack of Immediate feedbacks –Suggestions are not taken account and there is less visible improvement.

22 Lack of appropriate evaluation –Supposed to have formal evaluation but not in the past few years (range is from a few years to five years) –Informal feedback orally Favoritism –Employees are working based on their ‘favorite basis’ Failure to follow through –Everyone has different priorities and not follow through between shifts Lack of Accountability (continued)

23 Lack of Morale Interviews mean People distinguished between their personal morale and the morale of Maintenenace and Engineering

24 Lack of Morale “.... Maintenance Department as a whole seems to be on a road to nowhere. Nobody knows where we are going or where we want to be.”

25 Lack of Morale no long-term planning no consistency – of procedure, of incentives negative spiral when see conflict within management accountability non-existent micromanagement bankruptcy lack of communication – kept in the dark

26 Recommendations Reinstate hangar meetings Revisit length of term of vice president Bring back employee evaluations company wide Reassess communication tools Develop policy Re-evaluate radio and walkie-talkie use Management training for all managers & supervisors Conflict management Evaluations Develop a M&E program for ideas and recommendations


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