Tolong dibaca aturan di footer dibawah -------------------------------------- Sukseskan Pulang Basamo Juni 2008
Dear Members, Pembahasan di bawah ini menunjukkan betapa amburadulnya dunia usaha di Indonesia khususnya airline business. Beberapa tahun lalu dalam salah satu wawancara di media mengenai dunia penerbangan di Indonesia saya pernah menyatakan airline di Indonesia saat ini seperti dunia perbankan beberapa waktu silam pasca kebijakan Sumarlin yang mana semua pengusaha membuat bank.The point is Regulator membuat Regulasi untuk dilanggar oleh Aparat (lagi-lagi aparat) itu sendiri yg bertujuan mempertebal isi saku mereka. Mari kita lihat akan bertumbangan satu persatu operator penerbangan yg tidak mentaati regulasi yg ada,apalagi Regulator Dunia sedang gencar-gencarnya melakukan audit. Wass.& Bgds., Herman Jambak Jl. Nipah III No. 2 Jakarta 12170 Telp. +62217266372, Mobile +62811961908 http://www.kemahmarcomm.com http://www.indo-beatlemaniaclub.com.nr ----- Forwarded Message ---- From: Joachim Hartmann <[EMAIL PROTECTED]> To: [EMAIL PROTECTED] Sent: Tuesday, January 9, 2007 8:56:18 PM Subject: Re: [auri] Group Culture Hi Pak Hasan, happy new year !!! I was wondering why you were "quiet" recently but now it's clear. Great posting and i am happy its in English, the language of aviation!!! I am particularly fond of the leat two paragraphs which say so bluntly how the mickey mouse airlines in this country work.....and its not only KI i guess!! It goes even further , the consultants from the regulator sell templates of manuals in order to "facilitate" AOC processes, so there is no real scrutiny of whether an organisation is well prepared to face the challenge of a safe operation. I have mentioned English above, I think another critical factor is the lack of English knowledge among Flight Crew ( Cabin and Cockpit) as this has a strong impact on understanding procedures. There has to be a substantial upgrading in entry qualifications and training for Crew so THEY DONT PANIC if they face irregular conditions such as landing on slippery runways and flying in high winds and turbulence. This is so normal in countries with four seasons, where you have everything from storms, rain, snow, ice , fog, Yet there are no regular incidents and accidents like in Indonesia. And the public discussion about LCC being the culprits because they sacrifice safety for lower operations cost. Someone needs to inform the puplic that "hey , with the excpetion of Air Asia there is no LCC here. And anywhere else , most of the LCC ( the real ones!!!) operate brand new aircraft instead of 17 to 30 year old planes. There is yet to be an airline in Indonesia which does it right and arguing with the low tariff levels is wrong, its the airlines fault themselves ( or maybe Rusdi who started with sending prices spiralling downwards) that prices are so low and that quality and safety are so low Look at JetStar/Tiger/ Easy/Ryan , they see fares partly much lower than Lion and they fly modern aircraft, have substantially higher staff cost - at least for the European examples. I believe now there is a time ( and its a good time) where the existing operator should be audited by third parties ( not the KNKT) and a decision to be made who will be suspended temp or for good. at the same time open the doors for applicants with a sound business plan and the neccessar funding. Like it or not, whoever tells an potential investor that 5 million USD are enough to start an airline is a liar! Starting an airline with 5 Aircraft ( which i think is the new DGAC rule) requires at least USD 50 Million considering all pre-ops, aircraft deposist and other deposits and a working capital buffer for at least 6 months as well as getting some expat professionals on board. The expats with a good name in the industry facilitate dealing with lessors, banks etc and dont forget the experience they can bring in. Its time for a change and - to qoute Bob Dylan again - "The times they are a-changing" wake up everyone in air transport !!!!! Joachim "Hasan M. Soedjono" <[EMAIL PROTECTED] id> wrote: Dear aUri friends, All of our aUri member's "good behavior" as reflected by the postings lately to date, even though without intervention or direct supervision from the official aUri milis moderators, is a good indication of our shared ethical and professional values, and our unique milis culture. This is a milis without any written and explicit rules, remember? Of course, in the past, the moderators tried to communicate the kind of values, vision and mission we could all share, and the moderators even had to be decisive in enforcing such values. Even P'Arwin mentioned the "toughness" of our aUri milis moderators, in his blog (which I posted an hour ago). My point here is: If the regulatory authorities are tough, fair, and have a worthy vision that the members/players share, then bad things just don't happen - EVEN WITHOUT written laws and rules (and in the particular case of our aUri milis, even when the moderators aren't around - VBG). On the other hand, a company or government can cite all the written rules and regulations, but if the "SPIRIT" to abide by the rules doesn't exist, then the players or members will simply not make it happen. There is no point in being "long" on rules & regulations, but "short" on implementation. In an airline (just like in any company) or in the airline industry (just like in any industrial business) the presidents, CEO, ministers, bosses, chiefs,etc must set good examples. They must be fair and firm -- they "say what they mean, and mean what they say". When a strong culture evolves, then its members will be proud members of such a culture. When the Transportation Ministry and airline CEO's set good examples about safety, then -- AND ONLY THEN -- will we see professional and safety-first cultures develop. I have been told that KI-574 wasn't just "an accident waiting to happen" -- it was "an accident that 'we' designed to happen"! A Director General or CEO should never ignore the power of a "strong culture" to regulate itself with a great sense of mission and responsibility to a shared vision. (The flip-side to this thesis is: No Minister nor CEO should ignore the dangers of a weak culture and weak implementation in destroying value). All the advanced technology and capital didn't help SwissAir nor United Airlines. Only two airlines in the world have made profits for more than 30 years (in a row!) -- Southwest Airlines and SQ. This wasn't because of capital and technology, but because of organizational culture. It is no accident that SQ and Southwest Airlines are still holders of the best safety records in their regions. For the time being, only Air Asia seems to understand the power of organizational culture as the lasting basis for long-term competition. I am sure Philip Morris Inc. (who bought PT HM Sampoerna Tbk) and Singapore's Cycles & Carriages Ltd (who bought PT Astra Tbk) will agree, that if it was just the assets and market share, they wouldn't have paid big premiums when they calculated the valuations of the target companies. What made them strongly interested in buying such local companies actually was something that we locals already knew all along about these two companies: that they were already unique because each are blessed for having developed strong corporate cultures. And these strong cultures are what the first CEO's (William Suryajaya and Putera Sampoerna) of these local companies built. When I asked the Chairman of SQ ten years ago, on why they were so eager and persistent to buy a major portion of Sempati Air, and not other "bigger and/or older" local air carriers, Dr. Choong replied: "It is important that we buy into the right culture. Some corporate cultures are simply totally mismatched with ours". In the end, global players will pay big premiums for quality organizations. I wonder what Qantas thinks of their interest in buying equity stakes in our local carriers, now? How much "company value" got "destroyed"? The irony in this kind of thinking is delicious! Just imagine. Any Mickey-Mouse airline CEO who graduated from a Mickey-Mouse university and took one or two Mickey-Mouse marketing classes, will still conclude as we just did above: that air accidents and incidents destroy company value. And then that is when their Mickey-Mouse minds, Mickey-Mouse morals and their Mickey-Mouse power politics begin to kick in: cover up facts, pay off officials, "spin" the media, silence and terrorize whistle-blowers, and hire public safety investigators as company consultants. Oh dear! Are "we" not just "waiting", but actually "making" still more accidents to happen? I think this is the essence of why the public wants more accountability from ministers and, director generals, and CEO's -- not just from pilots, engineers, airplane manufacturers and God (for the weather). As Bob Dylan sung in his song famous early 60's song: ... When will they ever learn? ... ... The answer, my friend, is blowing in the wind Best regards, -hms- PS To idea-exchange members dan AKI-pojokan members, maaf karena tampil cross-posting (yang di kebanyakan milis umumnya dilarang). Tetapi semoga isinya tetap menarik dan relevan bagi rekan anggota. ____________ _________ _________ _________ _________ __ Do You Yahoo!? Tired of spam? Yahoo! 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