I live in Seattle, for anyone reading this who hasn’t paid attention. (As if I have many readers… yet.) I’m an air traffic controller and have an interest in aviation in general. Seattle’s “hometown” airline is Alaska Airlines.
Alaska Air used to be one of the very best to fly, period. For years they ranked among the very highest in customer satisfaction; traveling magazines gave them high ratings for their onboard food, their on-time performance, and so forth.
Unfortunately, though, this cost moolah. Alaska didn’t have a ton of competition in some of their markets, and man, they made you pay for it. They intentionally lowballed one airline, MarkAir, and ran them out of business in 1995. There’s nothing wrong with healthy competition; whether Alaska undertook any illegal actions or not (MarkAir at one point sued Alaska and settled, getting millions in the settlement) is up for debate.
However, through the 90s, Alaska Airlines started getting some competition, in addition to branching out and growing into other markets. One of their main competitors now, at least in the Seattle market, is Southwest Airlines. Southwest is the ultimate “low cost” airline; they’re tremendously successful and a wonderful example of how a smart, well-run corporation can treat its employees well and still kick butt and take names in business.
In May of 2005, Alaska replaced several hundred unionized ramp workers at Sea-Tac airport with contracted employees from Menzies Aviation. Since then, more flights are late, more bags are lost, and then the other night they had a little incident…
Basically, a ramp guy was driving one of their little conveyer belt truck thingys, and he ran it into the side of an airplane. He didn’t think it was any big deal, so he didn’t say anything to anyone about it. Oops. He ripped enough of a gash that the plane had a weak spot, so at 26,000 feet up or so after it departed, it depressurized. Hard. The depressurization was explosive, in fact, and the oxygen masks popped down. People freaked, of course; some probably thought that a bomb had gone off. An acrid odor, like burning plastic, filled the plane.
(Personally, I would guess that this was from the chemical reaction used to create the oxygen in the masks; I believe that typically they use a set of chemicals that “burn” but put out oxygen as a side effect, which is then sent into the mask system. A bunch of these canisters, being shipped and not in service, are what caught on fire on the ValuJet 592 crash in the Everglades in Florida some years ago.)
The plane returned to Sea-Tac, the passengers got onto another plane (whether they ALL did, or if some said “screw this, I’m taking the train or another airline” is unreported), and of course the media is all over the story.
What I find interesting is that many of the things that the ramp workers predicted, back when Alaska canned them to save money, is coming true.
Sometimes a business loses sight that there’s only so much cutting that can be done to employees, wages and benefits; at times, you’ve just got to do a better job of running the operation itself. The problem isn’t the people; it’s the nitwits running the airline.
They think they’ve saved money by getting rid of their ramp and baggage workers in Seattle, but how much did they lose on this single flight? How much did all the media coverage, complete with pictures from people on board the plane, drag down their reputation? How many people have switched to other airlines over the past year, thanks to Alaska doing a cruddy job for them?
What’s scary, from an air traffic controller’s point of view, is that the FAA- my employer, a safety regulating government organization- has talked a LOT over the past few years about “running more like a business” and “we have to link revenues with outlays” and other such Dilbert-speak. The people we’re hiring, though, aren’t from the Southwest Airlines or Jet Blues of the nation; we’ve got a guy who helped run American Airlines into the ground (Russ Chew) running the Air Traffic Organization, which handles air traffic control; and the guy running our labor relations is a guy who’s suing his last employer (Joseph Miniace) because they didn’t pay him a bonus (because his tenure was an utter failure) he thinks he’s entitled to. Miniace’s last job? Running the employer’s side during the dockworker’s contract negotiations the last time around, where he locked the workers out- and they wound up getting pretty much what they wanted.
Why businesses learn all the wrong lessons sometimes, I don’t know.