Pan Am clipper, Vol. 14, No. 10, December 1988

              Field Services Organization Restructured
Jacoby Named to Head Atlantic Division
VOL 14 NO 10
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Pan Am Expands \ In Southern Califonia A
THE PAN AM COMMUTER provides easy connections to Pan Am flights at the new LAX-2 Terminal in Los Angeles.
Story on page 15
DECEMBER-/^ JANUARY 1989
On December 1, Pan Am’s Field Servio organization, which is responsible for airport services, underwent a major restructuring. Tony Mulé, Senior Vice Pre Field Services and Services Planning, sai primary objective of the restructuring wa create an organization which will facilitate objective of substantially improving produ quality. It is intended to be responsive bot! our customers and to our employees.”
The new organization has fewer layers management and an increased span of con the departmental level. “It can best be characterized by its ability to communicate quickly and effectively in all directions,” M| said. “Service organizations can often trac many of their problems to poor communic;
To facilitate a better communication proce must begin by reducing the layers of management.”
Mulé cautioned, however, that organizat] don’t improve customer service.
“Well trained employees, good attitudes effective communication make the diffferen but only people can make these things happ< he said. “An efficient organization can only instrument in that process.”
The new organization eliminates the Regij Managing Director title. In addition, five m hub airports—JFK, Miami, London, Frankfj and Berlin — are now self-managing entities without additional regional responsibilities. “Kennedy is so critical to the overall succesj our day-to-day operation,” said Mulé, “that was important to dedicate a management te solely to JFK. In the past, the Northeast Regional Managing Director and his staff ha' be concerned with problems as far away as Minneapolis-St. Paul in addition to their responsibility to make the Kennedy operatio] run smoothly. It’s a similar situation with Mi Like, JFK, both airport management teams devote all of their energies and efforts on improving their hub operations,” said Mulé, continued on page 4
On Time B
by Tony Mulé
Senior Vice President Field Services and Services Planning
Pan Am’s focus in the area of on-time dependability remains one of the top priorities of the newly reorganized Field Services organization. It has been proven time and time again that airline customers view flight departure reliability as one of the most
important elements in their selection of an airline. Moreover, everything that we do within the airline to provide good overall product quality is dependent on reliable on-time departure and arrival performance. Our resource planning for facilities, support equipment, procedures and personnel is based on the assumption that we will operate the schedule as printed. Of course, we have provisions for operating off schedule, but no
matter how good those provisions are, the overall customer product suffers. When the airline operates on time, everything comes together in a coordinated fashion and the customer sees a smooth and orderly process.
Simply stated, we come across looking like professionals.
When we are off schedule, just the opposite is true. Aircraft are out of position, support equipment is in the wrong place, customers and continued on page 13
Arbitrator Named In TWU Case
ichard D. Kasher of Philadelphia has been selected to arbitrate the new contract een Pan Am and the Transport Workers n under terms of final and binding ration as provided by the Railway Labor Formal hearings, conducted by the ator are scheduled for the last week in mber and the first full week in January, e arbitration process through which the any and the Transport Workers Union will e a new contract involves far more than y handing the matter over to the arbitrator, ver, according to Bill Kimmins, Vice dent Labor Relations. The first steps ed the selection of the arbitrator and the opment of a submission agreement which es for the arbitrator the issues separating o parties.
October 21st, the Company and the TWU requested that the National Mediation provide a list of arbitrators. The NMB onded with a list of seven highly rienced ’interest arbitrators’ with extensive ckgrounds in resolving labor contracts. The )itrator was selected by a process of imination, according to Kimmins. The mpany and the Union alternately struck one me from the list until only one name remained, at last individual, Richard D. Kasher, became e arbitrator.
Since October 21, the Company attorneys and e Union attorneys have been developing the rmat of the arbitration and the terms of the bmission agreement. When completed, the bmission agreement will be presented to the bitrator who then conducts oral hearings, ring which both the Company and the Union ve an opportunity to present their cases. The bitrator then reviews the items in the ubmission agreement and then reaches a ecision, which is final and binding on both parties for the duration of the contract.
Hbags have to be relocated, employee ■assignments must be adjusted, catering W problems may arise — and the list goes on and on. To make matters worse, it costs us more to operate. When we’re off schedule, we are more likely to lose a passenger’s bag (a $10 million problem in 1988), burn more aircraft fuel, and misconnect passengers and their baggage. The biggest cost, which we unfortunately cannot calculate — but which does exist — is the loss of future business because the customer will simply refuse to fly Pan Am again. And the customer is our business!