Undercover Boss: A Fictionalized Case Study

Summary

Quintero Hayashi, the president of Rising Sun Airlines' ground division, goes undercover as a ground crew member to understand the challenges in meeting the ideal 12-minute turn time for planes. He discovers that the crew struggles with efficiency and coordination, and that attrition rates are high due to temporary workers not staying long. Hayashi's observations lead to discussions about hiring more staff, improving training and wages, and implementing technology for better oversight. However, he is still searching for a creative and cost-effective solution to streamline the process.

Takeaways

• 🛫 Quintero Hayashi, the president of RSA, is facing challenges with the ground crews' efficiency in servicing planes at airports across Japan.
• 🕒 The ideal turn time for servicing a plane is 12 minutes, but the current average is 18 minutes.
• 🔍 Ken, a manager, goes undercover as a member of the ground crew to understand the workers' perspective and identify issues affecting efficiency.
• 🧹 Ground crews are tasked with cleaning planes, including clearing seat packages, wiping food trays, and vacuuming seats.
• 👥 Ken's team, consisting of six members, manages to turn a Boeing 787 in 18 minutes, which is above the ideal time.
• 📈 Turn times vary among different crews, with some achieving as low as 16 minutes, indicating potential for improvement.
• 🗣️ 'Ladies Stop Watch' is a nickname for a manager who uses a stopwatch to keep the crew on pace, highlighting the pressure to meet turn times.
• 🔑 Ken observes that the crew's performance improves when they are well-coordinated, suggesting the importance of teamwork and management.
• 📉 Attrition rates have risen, and temporary workers are hired, but they tend not to stay long, indicating a potential issue with job satisfaction or conditions.
• 💡 Ken is considering various solutions, including hiring more workers, improving training and wages, enhancing supervision, or investing in technology.
• 🤔 Despite the undercover experience, Ken is still searching for creative and cost-effective solutions to reduce turn time without a clear answer.

Q & A

Who is Quintero Hayashi and what is his role in the company?

Quintero Hayashi is the president of RSA, a division of Rising Sun Airlines, responsible for servicing the company's planes at airports across Japan.

What is the ideal turn time for an RSA flight?

The ideal turn time for an RSA flight is 12 minutes.

Why did Ken go undercover as a member of the ground crew?

Ken went undercover to understand the workers' perspective and identify why they aren't meeting the ideal turnaround time.

What was Ken's first assignment as a member of the ground crew?

Ken's first assignment was cleaning planes at Narita International Airport, which involved clearing seat packages, wiping food trays, and vacuuming seats.

What is the average turn time for the crew that Ken joined?

The crew that Ken joined helps turn a Boeing 787 in 18 minutes on average.

Who is Toshi and what does he think about the crew size?

Toshi is a recent hire who joined the crew a month ago. He believes the crew needs to be bigger, especially for larger planes like the 747.

What is the nickname given to the manager by the crew and why?

The manager is nicknamed 'Ladies Stop Watch' by the crew because she shouts up the time to help them keep pace.

What is the attrition rate issue that Ken observed in the crew?

Ken observed that attrition rates have risen in the past year, with many temporary workers hired to fill in but not staying long-term.

What is the secret to Naboo's success in turning planes quickly?

Naboo is regarded as an expert in the crew and has tricks to turn planes quickly, although these tricks are not in the manual.

What suggestions did Ken make after his undercover experience?

Ken suggested hiring more crewmembers, providing better training and higher wages, and ensuring stronger oversight of the teams.

What is the alternative solution proposed to Ken's suggestions and why is it considered?

An alternative solution proposed was to use technology, specifically wearable tracking devices, to monitor employee performance. This is considered to be a one-time investment that could achieve the same result without a huge budget increase.

What is the main challenge Ken faces in finding a solution to reduce turn time?

Ken's main challenge is finding a creative and less costly way to solve the problem of reducing turn time, as the suggestions made so far involve significant budget increases.