Airport Development

Discussing Airport Development on a general and global scale lately with some renowned influencers in this industry, there were some thoughts, I would like to share today.

playmobilairportWho’s the Customer?

It was rather fascinating to discuss the “customer” issue with airports recently. Though despite we all know that we compete about the passengers, the airline is just as much a customer of the airport as are ground handling companies. As we published in our case study on Zurich’s new deicing management, one of the main cost savings factors, reflecting millions of savings (Euro, Dollar, …) comes from reduction of delay, faster recovery from overall delays or disruptions. With passengers and airlines alike benefiting from “pre-tactical” information.

Keeping the Status QuoWhich Network???

or why only the dead fish swims with the stream? There is a great tendency in our industry today to wait and see “others” and especially “the big ones” to invest in new technologies and try them. And only with many years of delays implement the investment into the own budget plans and maybe get it year(s) later. Be that the use of (free) WiFi at the airports for all customers or CDM developments to the benefit of airport operations – especially under adverse conditions.

IHS Janes Innovation Award 2014Saving, no matter the cost

A common argument against the investment is that the status quo functions. Airlines are i.e. “used” to have major delays during and after winter events. The throughput is lower, flights must be cancelled, after disruptions, the recovery takes time. Zurich having saved +20 million Euros in one season alone by “managed” deicing is a good counter example. With other airports/airlines stalling the implementation of the tool for their airports/terminals “for cost reasons”. Sorry, I will never get used to burning the amounts of money our industry does. We invest into “customer experience” but don’t bother about reducing flight delays.

ACDMsilosCollaboration vs. Silo

The global Civil Air Navigation Services Organisation (CANSO) and the Airports Council International have declared Airport Collaborative Decision Making (A-CDM) a management matter, joining forces in the promotion of the concept. Now airports and airlines alike keep pointing out that they have no common data. A major U.S. airport disqualifying it with the example that they don’t even get an Estimated Time of Arrival (ETA) or Departure (ETD) from their airlines. They learn of arrivals or departures once the aircraft is on approach or on engine start-up or pushback – thanks to kind information by the tower. The operator of a terminal at one major hub tells us, collaboration won’t work at their airport as the terminal operators strongly competing. Yes, there are workarounds possible (considering the controlled apron/tarmac area “the airport”), but as long as airlines and ground handlers keep up such self-understanding, we are a long way from “effective operations” or even a basic management of delays, disruptions and recovery.

Airport Strategy

Strategic Directions?
Strategic Directions?

In the discussion, we also talked about airport strategy. New airports are being build without giving consideration to A-CDM or TAMS (Total Airport Management, expanding A-CDM into the land side), but focusing on fancy design. (New) Nordic airports having trouble with the positioning of their deicing pads (also called “Central Deicing Facilities” or CDFs). Space for an “Airport Operations Control Center” (APOC) being later taken from existing office space, instead of pre-planning the necessity. Airport Operators like Avialliance, Vinci or even Fraport (a CDM-airport) focus on CDM locally, instead of considering solutions that improve the airport group. Just some thoughts on the issue as we discussed it and I joggled down my notes…

Food for Thought
Comments welcome

The +50 = Useless Myth

Okay. So I turned 50 this year. And aside a major C-Check that will make me take additives for lost hardware and discuss health issues with friends and strangers alike? Aside being a dirty old man? Am I useless?

Why should I be?

EinsteinI still will likely work another 15 years at minimum – maybe 20 or more! Many retirees are still fit to work and get bored if they don’t. The majority of students taking up their first new job will be with the company less than five years in the end. Inexperienced and with low salaries companies invest heavily to train them on the jobs they do (or risk to invest into their mistakes). Whereas you can hire experienced people who know their jobs, make less (costly) mistakes and who have a “knowing” touch, usually good for building trust with new customers or prospects.

Not the U.S. ... China. But this graphs looks similar in any "modern" society
Not the U.S. … China. But this graphs looks similar in any “modern” society

Now we also have less and less young people entering the market here in Europe, as well as the U.S. Politicians and commercial bodies paint the picture of lack of junior employees. At the same time, they send their experienced workers home at relatively young age. Or disqualify them as employees as “too expensive” or “less resilient”. It’s the same issue about the demand of an “academic degree” for all employees. Misjudging and neglecting the value of “practical experience”. And yes, that also goes to you Marisa Meyer, whereas I also enjoy similar such personal experience with Lufthansa Group…

Mayer-Paltrow

What really bugs me about this, is that even renowned entrepreneurs and investors often disqualify older entrepreneurs from their support activities, very often, activities address “young professionals”, “under 30” and enjoy other such limitations. The same is true in talks, where “older” entrepreneurs are faced with far higher “expectations” and demands and still don’t get the investment but “hip” high risk investments by teams without any professional experience do. I believe the time to disqualify experience or “gray hair” are over soon. If companies look for good people, they will have to pay more for the few “young professionals” left, who proof to be less loyal and require more mistakes to become experienced. And I know of too many experienced people as well as honor students leaving “bad paid” aviation or not even interested to start in it, as motivation and loyalty are no one-way-street and other industries simply proof more attractive to them than ours.

German Birthrate Image by Welt.de
German Birthrate Image: Welt.de

Oh… And didn’t I just hear Germany became Champion again? In the f#%@ing lowest birth rate in the world!!! Well, that does confirm my own experience about “political child support” by our self-proclaimed “Christian-Democratic Union” led by our Chancellor Merkel. And no, I do not want to talk about “atomic exit”, Greece or “lobbyism” in Germany today. We just have a family tax system that supports DINKs (double income – no kids), but increasingly forces single parents into poverty. With the demographic results shown. So what was that again about 50+? Im now beyond 50. And happy 😀

Food for Thought
Comments welcome

CheckIn.com – Updates and Timeline

icon-routesBraunschweig, March 2015 Thanks to unforseen circumstances, the last days forced us to reconsider the entire development and timeline for the CheckIn.com project. So far, it was planned to be ready with development by February, Mid March and prepare for rollout at Routes Europe in April in Aberdeen. We have now decided to cancel that event overall, a hard and unhappy decision! But. Especially to digg out the U.K. statistical basics caused us major delays, getting incompatible figures from the same source, not just self-researched but also from the ONS (U.K. Office of National Statistics). We learned they mostly only cover England & Wales, neither Scotland or Northern Ireland. Sure with exceptions, which, if you’re kept unaware, simply cannot compute!

ONS

Scotland does not cover the Local Administrative Units Level 2 of Eurostat, they consider those useless and calculate “something” only on demand. Ireland came last (by end of February) and again with non-standard numbers we now have to “make compatible”. To qualify the difficulty to get the basics for the U.K.: Covering geographic Europe, including Balkan countries and other non-EU countries, the U.K. made it a multitude more difficult for us to get some useful information.

drivetimesAnother issue is drive times, where we have to deal with the fact that “unique administrative places” are not being found either in Google, nor by other on- and offline mapping tools. Often, road data is missing completely, making it impossible to calculate any drive times. Especially going east that caused us quite some headaches (and night shifts). So now finally, though with already some delay, we have everything covered. But we recognize that “mapping” is a major fuzziness, if we go with existing technologies – we should buy into commercial collections of administrative borders, though which also don’t completely match with the data we are having.

IGG_newLogos_forwebSo January 1st, we started the crowdfunding on Indiegogo, hopeful to get enough interest to finance the necessary development. Generating interest and funds mostly from unexpected sources, by early February our hopes shattered, our friends leaving us out alone in the cold. Very little buzz, not even supportive comments to us, even from our close friends, ad sure no orders for Isochrones. A real nice classic barrel burst. Simply dead silence. Not a bad thing, in fact it confirmed our initial approach to go in a step-by-step process, fund as we can, do what we can, but not to rely on investors (requiring fast return-of-investment, having their own agendas) and do “ourselves”.

surgeryThen came the shock. Within days, Jürgen went into sickleave, undergoing a major surgery Feb 27th, taken completely out of the loop for the better part of 14 days and being still hospitalized (4th week), depriving us from the most knowledgable and networked expert in our team. He is well now, still recovering, still hospitalized. The tumors identified turned out a haemangiome (as “known” since 2002) and a benign neuroendokrineous one.

So after recovering from the major surgery, he shall be almost as new (minus half a pancreas, the spleen and a bit of his liver and plus a possible diabetes). Celebrating his 50th birthday recently, he feels “old now” thanks to the fact that for the remainder of life he got to carry a pillbox and injection pens with him to cover for the lost half pancreas.

But the main setback is the delayed recovery; instead of the expected 10-14 days we now talk more about min. 4-5 weeks that we lost his support for. With all that baggage, we were faced with a tough decision. Do we keep up the plan to go live at Routes Europe? Or do we have to postpone? Especially with the desinterest showed for our crowdfunding, the missing funds to secure external development for the remaining solutions, problems with providing a solution for maps now and Jürgen’s missing help, we decided against Routes Europe and for a delay.

mathchallengeHaving the drive time calculations completeted for Europe, we will now start to work on North America already. With the custom tool received by Richard Marsden, we are hopeful to get that covered maybe in time for World Routes, for sure until next Routes Americas. Having the solution for the most complex of our algorithms (thanks Ori) we are also pre-computing the impact values for each airport from the municipality-view. As in most cases the passengers have not just one airport, but optional others to choose from. Depending on the size of the airport, the drive time to get there as well as the flight services offered. But yes, it is quite a bit work and even computerized a real lengthy task to apply these algorithms to all the airport-municipality pairs…

We also intentionally decided not to go into public transportation, as schedules make the connection inflexible – i.e. a good train connection that misses the flight is of no use. And we have found none good source for a generic application of public transportation, it only works for “given schedule”. But that’s then the task of the expert doing the route feasibility study – we specialize in the mass data, leaving individual data to the route manager.

For the maps, we now need to check “low cost solutions”, looking into Google (no “freebees” as Bing), offline mapping tools and maybe Open Street Maps. We assume this takes another 4-6 weeks minimum and we might have to use “offline mapping” as a work-around, with map-creation taking some additional “non-automated” time.

Without the admin borders, we think about a solution to quantify the passenger potential by municipality, thus making “hot spots” visible. Also something to keep us busy, but the benefits of not needing the municipal borders in the display justifying for that. We also got the funding to do a real good prototype of the dashboard, but it takes time to write the necessary software requirements specification.

dashboard.draftThen we have to find a web-agency that can do it (the famous needle in the haystack problem). But without map(s), the dashboard is incomplete, so there must be some “placeholder” while we create the map(s). All those tasks we now have to do on our own finally summed up to the painful decision to reschedule the development plans and skip Routes. Which was especially hard on Jürgen to convince, who is a great fan of that event. We do hope you can understand the reasoning behind our decision and appreciate your feedback – supportive, critical, honest. And if you have ideas how to speed up our agenda, if you have reference to a real good web-agency, you are very welcome! Just a little bit

Food for Thought
but as usual: comments welcome!

The following is a transcript from Chapter 4 of the 1979 book “Rama II”, a science fiction written by Arthur C. Clarke, author of 2001 and other bestsellers.

The similarities to the current global commercial (non-?)crisis are rather frightening and I’d like to leave the following further uncommented.

4 THE GREAT CHAOS

Rama-II[…] An unrestrained burst of conspicuous consumption and global greed lasted for just under two years. Frantic acquisition of everything the human mind could create was superimposed on a weak economic infrastructure that had been already poised for a downturn in early 2130 . The looming recession was first postponed throughout 2130 and 2131 by the combined manipulative efforts of governments and financial institutions, even though the fundamental economic weaknesses were never addressed. With the renewed burst of buying in early 2132, the world jumped directly into another period of rapid growth. Production capacities were expanded, stock markets exploded, and both consumer confidence and total employment hit all-time highs. There was unprecedented prosperity and the net result was a short-term but significant improvement in the standard of living for almost all humans.

By the end of the year in 2133, it had become obvious to some of the more experienced observers of human history that the “Raman Boom” was leading mankind toward disaster. Dire warnings of impending economic doom started being heard above the euphoric shouts of the millions who had recently vaulted into the middle and upper classes. Suggestions to balance budgets and limit credit at all levels of the economy were ignored. Instead, creative effort was expended to come up with one way after another of putting more spending power in the hands of a populace that had forgotten how to say wait, much less no, to itself.

The global stock market began to sputter in January of 2134 and there were predictions of a coming crash. But to most humans spread around the Earth and throughout the scattered colonies in the solar system, the concept of such a crash was beyond comprehension. After all, the world economy had been expanding for over nine years, the last two years at a rate unparalleled in the previous two centuries. World leaders insisted that they had finally found the mechanisms that could truly inhibit the downturns of the capitalistic cycles. And the people believed them—until early May of 2134.

During the first three months of the year the global stock markets went inexorably down, slowly at first, then in significant drops. Many people, reflecting the superstitious attitude toward cometary visitors that had been prevalent for two thousand years, somehow associated the stock market’s difficulties with the return of Halley’s Comet. Its apparition starting in March turned out to be far brighter than anyone expected. For weeks scientists all over the world were competing with each other to explain why it was so much more brilliant than originally predicted. After it swooped past perihelion in late March and began to appear in the evening sky in mid-April, its enormous tail dominated the heavens.

In contrast, terrestrial affairs were dominated by the emerging world economic crisis. On May 1, 2134, three of the largest international banks announced that they were insolvent because of bad loans. Within two days a panic had spread around the world. The more than one billion home terminals with access to the global financial markets were used to dump individual portfolios of stocks and bonds. The communications load on the Global Network System (GNS) was immense. The data transfer machines were stretched far beyond their capabilities and design specifications. Data gridlock delayed transactions for minutes, then hours, contributing additional momentum to the panic.

By the end of a week two things were apparent—that over half of the world’s stock value had been obliterated and that many individuals, large and small investors alike, who had used their credit options to the maximum, were now virtually penniless. The supporting data bases that kept track of personal bank accounts and automatically transferred money to cover margin calls were flashing disaster messages in almost 20 percent of the houses in the world.

In truth, however, the situation was much much worse. Only a small percentage of the transactions were actually clearing through all the supporting computers because the data rates in all directions were far beyond anything that had ever been anticipated. In computer language, the entire global financial system went into the “cycle slip” mode. Billions and billions of information transfers at lower priorities were postponed by the network of computers while the higher priority tasks were being serviced first.

The net result of these data delays was that in most cases individual electronic bank accounts were not properly debited, for hours or even days, to account for the mounting stock market losses, Once the individual investors realized what was occurring, they rushed to spend whatever was still showing in their balances before the computers completed all the transactions. By the time governments and financial institutions understood fully what was going on and acted to stop all this frenetic activity, it was too late. The confused system had crashed completely. To reconstruct what had happened required carefully dumping and interleaving the backup checkpoint files stored at a hundred or so remote centers around the world.

For over three weeks the electronic financial management system that governed all money transactions was inaccessible to everybody. Nobody knew how much money he had—or how much anyone else had. Since cash had long ago become obsolete, only eccentrics and collectors had enough bank notes to buy even a week’s groceries. People began to barter for necessities. Pledges based on friendship and personal acquaintance enabled many people to survive temporarily. But the pain had only begun. Every time the international management organization that oversaw the global financial system would announce that they were going to try to come back on-line and would plead with people to stay off their terminals except for emergencies, their pleas would be ignored, processing requests would flood the system, and the computers would crash again.

It was only two more weeks before the scientists of the world agreed on an explanation for the additional brightness in the apparition of Halley’s Comet. But it was over four months before people could count again on reliable data base information from the GNS. The cost to human society of the enduring chaos was incalculable. By the time normal electronic economic activity had been restored, the world was in a violent financial down-spin that would not bottom out until twelve years later. It would be well over fifty years before the Gross World Product would return to the heights reached before the Crash of 2134.

Food for Tought
Comments welcome

Check-in 2020

Aside other sources, I copy the content of that news with kind approval of Momberger Airport Information:

Picture: Dailymail.co.uk
Picture: Dailymail.co.uk

Passengers travelling with British Airways through London Heathrow Airport Terminal 5 have begun to test the personalized digital bag tag being developed by the airline. Microsoft Employees have been chosen to take part in a month-long trial, using a specially adapted version of the British Airways app, to provide essential feedback that will help shape the final product. The digital bag tag, which contains all of a passenger’s baggage details, could eventually replace the need for a new paper tag for every flight. Comprehensive testing of the tag has already taken place to make sure that it works in a live airport environment and can stand up to the rigours of airport baggage systems and everyday travel. Customers on the trial will use a Nokia Lumia Windows smartphone to check in, chose their seat and obtain their mobile boarding pass. Each will be equipped with a specially adapted version of the British Airways app, which automatically updates the digital bag tag with a unique barcode, containing new flight details and an easy-to-see view of their bag’s destination – just by holding the mobile phone over it. They can then save time by quickly dropping their bag off at a dedicated bag drop desk, before going straight through security. The personalized digital bag tags have been specially developed by British Airways, in partnership with Densitron Displays, and Designworks Windsor. #963.AIT4

Image R.Kollau
Image R.Kollau

These news upset me as much as the one I read about Amadeus trying a bag tagging based on 3G-technology. Or Air France and other airlines introducing “home-print” bag tags.

As I mentioned two years ago in my little article about a possible check-in-scenario for 2015, I would see a far more reasonable approach (and easy/fast to bring to market) by the aviation industry to use established standards. Why do they use a QR-code with a modified layout? Anything to hide? Or simply to do it different? Which by the way equals “more expensive”, faulty and slow. And – worse of all: Incompatible like VHS and Betamax…

RFID: Q-Bag-Tag
RFID: Q-Bag-Tag

Why do they try to implement and sell expensive, non-industry-standard-compliant stuff here? Why not using existing and proven technologies like RFID or the newer (but to be standard) NFC? Why force me to use an “App” (and where can I get online when being abroad?) or even worse, an expensive 3G-Network technology?Which Network???

In addition to my (somewhat delayed) prediction about Check-in 2015, I’d also like to see a common free airport WiFi system; wherever an airport offers free WiFi, it’s a common log-in worldwide. Maybe even the same for inflight, just a quick cost note if not free. Or at least a common log-in-process. Enabling to register “globally” is an added value for the Jet Set. And would encourage safer WPA2-connections. “CDM” in action – across aviation industry stakeholders 😉

I’m allowed to dream, right?

Food for Thought
Comments welcome

A Road Warrior’s Dream

These days, I just thought about all that new technologies and gadgets and why I use some and some use others.

Smoke Signals for Communication
Smoke Signals for Communication

Working with a company, I was faced one day with the fact that they used Laptops for their management and sales people, but these laptops were not set up to work outside the company’s own cabled network. WLAN? A risk. UMTS? A risk. Internet? A risk. What they never considered was the fact that a road warrior, an employee meant to travel and not be in the office may need the laptop to access mail and files in the company’s environment. Instead to providing professional solutions, the company’s IT-manager shut down the network and opened Internet only with greatest reluctance. That was and is the one side of the issue.

In fact, being a road warrior, I am quite happy, to be once in a while “offline”. No mobile phone, no internet. Vacation, spend concentrating only on my company. Not the employer, but the two-legged walking, sitting next to and talking with me. Internet inflight? I know many road warriros hoping it will never truly work. It will, but it will also take of some relaxation out of the stressful enough business trip.

So sometimes, I dream of the good old days, when it was rather normal to reach the secretary, but there was no mobile phones and people were a little more patient about being called back 😉 And I hope that triggers quite some comments… 😀 Come on people, don’t you sometimes thing the same? 😉

Food For Thought

The Impact of Government Safety Funds

There were two interesting reports on German Television lately. A short summary:

MoneyMarketBubbleThe Money Market

Currently the Money Market is a soap bubble. Anything is dealed, put into mass, dealed again and again and again. For any winner, there is a looser though, but no-one tells about the loosers.

Industry

You can only sell products. Money in itself is no product. Neither is “service” in itself. But did you know that Porsche made about five times more money on “financial market” than on building and selling cars?

Governmennt Funding

They are a very short-sighted remedy! Experts expect inflation to explode to 10% and more quite shortly, as all that money does not provide any additional value!

Food For Thought:

Inflation will result in increased prices. So we will see another explosion in crude-oil price within the year, with a drastic impact on aviation and other industries dependent on crude oil! And we better all understand that the “financial crisis” is not over, until the markets value industry and industry products again and cut down on “services” to a healthy level.

Virtual Reality meet Real World. You got to produce (and value your producers) to be able to spend on secondary services. Cut that down to the old businesses: Farming, industry. I am educated in “whole-sale” and we learned that whole-sale is just the distribution of goods, but the goods is what it’s all about! It does not help to have streets or rails if you have no goods to ship!

Revival Of The Sales Manager

Giovanni Bisignani
Giovanni Bisignani

In the past months, IATA secretary general Giovanni Bisignani has published one horror scenario for the airline industry after another. At the same time, I have worked with an airline that had always addressed e-Commerce as a part of the sales portfolio and in the past year increased their sales force beyond the airline’s growth figures. At the same time, they announced record revenue and earnings where their direct competitors struggle to survive.

The following focuses on airlines, but is similar in other industries (i.e. hotels).

Since 1994 I address Airline Sales & e-Commerce in my annual ASRA-presentations… One concern I try to communicate ever since is the need for airline sales managers to adopt the new technologies into their product portfolio. The stronger e-Commerce gets, the more important that knowledge becomes. But just lately a friend of mine, being Manager Scheduled Flights Procurement – sitting on the other side of the table – complained that many airline sales managers have no idea what their company does in regards to e-Commerce… Say what?!

In fact there are two issues I see in need to be addressed:

Scout1. The new role of the airline sales manager
In a highly dynamic development on Airline Sales & e-Commerce, the new airline sales manager has to be fit to not only know what the own company does in that field, but he is also the scout to monitor what goes on in the market and report it.
But: Few airlines have yet build the structures and hirarchies to promote a cooperation between the IT and sales department! In many airlines, IT is higher valued than sales, so IT projects are pushed forward without sales justification. Say what?!

FirstClass2. The new value of the airline sales manager
Why is it that companies like Easyjet or Southwest Airlines operate a network of sales managers and lately increase their sales forces? Might it be possible that “traditional sales” has an impact to their revenue…? Isn’t it enough to focus on Google Adwords? And why the heck are these airlines having a sales force continue to have the higher service classes (First, Business) and fill them? Could it probably be that the sales managers can sell these “high end products”, where e-Commerce competes mostly on the price level? Exclusively on the price level?

As I emphasized in the past years: Everybody can “sell” cheap. You do not need a sales manager for that. But to sell out of season and to be able to sell at higher rates, it is reasonable to look at all distribution tools and channels: IT/e-Commerce, Yield Management, Sales and Marketing. And run them in a concerted way to assure best outcome. And hey: This is called “Sales”… Say what?! 😀

Food for thought! What do you think about this?

Old School – New School

KniggeSome of you have already read the Sapphilosophy-Blog I created in September as a result of another discussion with friends on philosophical issues like love, friendship, honor.

Very famous in Germany on the topic is “the Knigge”, his book “On Human Relations” being considered to date the guideline for respectful interpersonal relations.
In the past weeks, I was told to be “old school”, namely for the respect I have for people, but also about topics like loyalty or (personal) honor. These values are in short supply these days, but I am convinced it is the more necessary to hold up the flag.

Once more I was told this is my main weakness. Right. But being a weakness in business, I found it my great strength in life. I stay errect and look into the mirror with pride. Sure I made my share of mistakes, but is there anyone flawless? And I stand up to them. The same friend questioning this “weakness” asked me, how I could be so optimistic despite the treatment I received throughout my business life. That is because of my friends – mostly people like you, reading this blog. For you I am grateful.

I thought about it quite a while if I should address this topic in the Food For Thought blog, but the world is changing. Greed, arrogance and egomaniac arrogance are going out of fashion, the global financial crisis and people like Barrack Obama make us reconsider our values. In aviation and travel industry, we shall also consider how we treat our own, business partners and staff alike. And if it makes sense to save money at all cost.

Robert "Bob" Crandall
Robert “Bob” Crandall

Robert “Bob” Crandall was my topmost boss when I started in the airline industry back in the late 80s. He shaped the entire industry, but having met him just briefly, he has been a role model for me ever since. Under his management, the entire company was a family. Everyone worked for the benefit of the family. Suppliers were happy to deal with American Airlines. Sounds strange to you these days? Yeah. The bean counters took over.

Food For Thought: Can you look at your life with pride?

Debugging Six Sigma

SixSigmaIf you don’t know what Six Sigma is about, read this Wikipedia-article first.

I had some discussions lately about sense or nonsense of Six Sigma. Part of the information flooding today is that there are a lot more variations of “best practices”. So I do not disagree with Six Sigma, but there’s two points you should keep in mind with their or any other best practices. They are guidelines. Not a panacea. And with all such best practices, they are about what you make out of them.

For Six Sigma especially, there is a point I found far to strictly adhered to: The financial focus.
In most jobs I have done in my life, I was the fire fighter for managers who did not understand the value of a fire fighter. Because a fire fighter is paid like an insurance. You are happy if you never need it.
We call it the Saint-Florian-principle:

Oh dear holy Saint Florian,
Don’t burn my house
take the other one…

automationThere are many such jobs in any company, but that’s the jobs, most often the first ones being cut by Six Sigma disciples. Service, support. They are cost factors, they do nothing but cover for the mistakes done up front. As there must be no mistakes, there’s no need for service and support. It’s a very typical trend for any company where managing responsibility is transferred from the entrepeneur to the finance, money driven folks.
Good ideas are declined as they are risky and you got to believe in the idea. Speaking to the financial guys, my experience is that you hit a brick wall. The same is true if you talk about “non-essential” services. Like service. And my experience is that the entrepeneur has a total different understanding of Six Sigma or other such best practice principles, than financial bean counters.

So it is not about Six Sigma or not, but what you make out of it! I think, we just learn, what bean counters got and get us into. I call it greed and fear. “CYA”: Cover your ass. I learned that from a CEO with finance background. I may live better if I would live their way. But I sleep far better trying something and standing up for my own mistakes.

What a chance the U.S. to have a president-elect who is creative and open to change = risk? I hope the focus of companies shifts from a conservatory play-it-safe back to a search for creative new ideas and do some trial. Sure, not everything will work out. But I predict: The survivors are the ones that move.