Dizel8
Douglas metal
- Joined
- Feb 27, 2003
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Foud this article on another board, good reading about the review by Delta!
Delta's Strategic Review Team Explores Solutions
By Frances Fiorino
07/11/2004 04:13:25 PM
DELTA'S DAWN . . . OR SUNSET?
It's no way to celebrate a birthday--struggling to survive, skirting bankruptcy and recharting life's course. But that's exactly how Delta Air Lines is marking its 75th year.
The carrier burned through $500 million in cash and lost nearly $400 million in the first quarter. Delta's second-quarter results are to be released next week and the prognosis is not good. Losses could be greater, and some industry observers believe bankruptcy protection may be inevitable.
Delta CEO Gerald Grinstein said "continued losses of this magnitude are unsustainable." Winning massive concessions from Delta pilots, considered the highest paid in the industry, and simplifying the fleet were key to survival, but not enough, he said.
GRINSTEIN TOLD employees in a July 1 memo that "last year's determination of the level of savings we would need for long-term viability is no longer valid" due to a number of factors: a "whopping" $680-million increase in fuel costs in 2004 compared with last year and deterioration of yields as fast-growing low-cost carriers enter markets.
Delta, he said, goes "head-to-head with them in competition for over 70% of our domestic revenues." In addition, six credit rating downgrades since 2003 have made it "more difficult and prohibitively expensive to access the capital market . . . and costs continue to outpace revenues with no improvement in sight. We need to do more and do it quickly."
Senior managers are trying to do just that inside Delta headquarters at Atlanta-Hartsfield-Jackson International. The mood is somber, intense; it's been that way that since January when Grinstein ordered a stem-to-stern strategic review of his airline, one that has been crippled by potentially mortal economic blows of the post-Sept. 11, 2001, period.
Here, giant sepia prints that capture Delta's halcyon days adorn the hallways, almost in mockery of the state of the industry today. Aircraft and flight crews, beginning with Delta's 1924 start as an crop-dusting service, look out across the intervening decades when steely-nerved pilots all looked like Robert Stack and airplane travel was actually glamorous.
Inside the executive offices, the sepia abruptly turns to black-and-white, current-day reality. Joe Kolshak, who on June 1 was appointed senior vice president-chief of operations, explains the strategic teams' activity to Aviation Week & Space Technology.
There are three teams of senior officers, their focus: "Streamlining operations and simplifying the way we do business." Grinstein's inspiration for the review stems from principles outlined in the book, Good to Great by Jim Collins, adopted by many corporations as a leadership "bible." Grinstein summed up those principles when he told employees that to reach sustained profitability, "our team must be characterized by determination, agility and a willingness to run the company in nontraditional ways while respecting the Delta culture."
Grinstein, 72, opts for a low, nearly nonexistent, media profile because his sole focus is internal, to get the job done, Kolshak says. "He came to fix this company, not as a mercenary with a pot of gold waiting at the end of the rainbow. He's irreverent, high-energy, and progressive-thinking. Grinstein's working at half the base salary as that of his predecessor (Leo F. Mullin) with no contract, no retirement, no bonus. He's done it because he fundamentally believes he can do it. When you go into a meeting with Jerry, you check the ego at the door. It's 'let's get the job done, unemotionally. Just do it.'"
Kolshak is on the hub-and-fleet or what he calls the "where-and-what-we-fly" team. The other two are the cost and product teams.
Each team meets once a week for 3-5 hr. The three have met jointly twice since April to share major findings and directional issues, says Kolshak. The joint team will present a brief overview of findings to the board in July and, with board approval, may begin implementing a few key initiatives before mid-August, when a final presentation of the business plan will be made to the board.
Grinstein told employees the initiatives will not only include labor cost-cutting measures but "operational restructuring and innovation [needed] to survive and compete." In some cases, they will unfold a detail at a time for competitive reasons.
"Whatever happens, Delta will emerge a different airline," says Kolshak, "We are going to do some things that will transform our company. Delta, in a year, two years, from now will look very different from what you see today, in a positive sense. And they will not be 'fuzzy' options, but clear paths, x, y and z. We will then lay out a timetable in what we call in the U.S. Marines Corps, POA&M--plan of action and milestones--around these ideas."
Ex-Marine and Boeing 757/767 captain Kolshak gets involved with many issues intrinsic to the airline's survival, given his current job responsibilities: flight and technical operations, Delta's Operational Control Center, safety, security, as well as Delta Connection carrier operations. Kolshak, with Delta since 1988, was promoted to his new position from senior vice president of flight operations.
"I AM NEVER GOING to do anything in the interests of saving a buck that degrades the safety of this operation. We will stop flying before we do that. That's my pledge and that's my commitment," says Kolshak.
One major focus of the teams is what the airline will demand in concessions from pilots, who form the only union at Delta. They are also among the highest paid pilots in the industry.
Kolshak said the Delta Air Lines Pilots Assn. (Dalpa) held an Master Executive Council meeting in early June and resolved to reengage the company to achieve a negotiated mid-contract. (The regular contract is amendable in May 2005. Aug. 3 is the earliest Delta could begin formal Section 6 negotiations.)
"There's a lot of negativism in the media, but the crews are doing a fabulous job and operational performance has been great in an environment that's challenging as far as staffing is concerned." Kolshak is referring to early retirement spikes. (According to Dalpa, in September 2003 there were 218 early retirements; as of June 1, 266.) "Delta is doing everything to backfill, not knowing what further early retirements we could have," said Kolshak.
However, not one flight has yet been canceled for lack of crew, said Kolshak. "Time is going 'into the pot' so to speak, and pilots are working overtime." In addition, Delta's 19 management pilots are filling in where necessary. Also 1,060 of pilots furloughed prior to Sept. 11, 2001, will be returning to Delta--the first 30 returned July 1--at a rate of about 30 per month.
Dalpa, which represents 7,500 mainline pilots, last week said it is working on a comprehensive proposal to present to Delta "in the near future."
Union spokesperson Chris Renkel said the union hopes the plan is a success, but points out "we can't be successful on our own. There's no amount of money we can give that is going to help this company if everyone else doesn't participate as well." The union's biggest concern, said Renkel, is Delta's ability to put together a restructuring plan that includes all of the players."
Delta's Strategic Review Team Explores Solutions
By Frances Fiorino
07/11/2004 04:13:25 PM
DELTA'S DAWN . . . OR SUNSET?
It's no way to celebrate a birthday--struggling to survive, skirting bankruptcy and recharting life's course. But that's exactly how Delta Air Lines is marking its 75th year.
The carrier burned through $500 million in cash and lost nearly $400 million in the first quarter. Delta's second-quarter results are to be released next week and the prognosis is not good. Losses could be greater, and some industry observers believe bankruptcy protection may be inevitable.
Delta CEO Gerald Grinstein said "continued losses of this magnitude are unsustainable." Winning massive concessions from Delta pilots, considered the highest paid in the industry, and simplifying the fleet were key to survival, but not enough, he said.
GRINSTEIN TOLD employees in a July 1 memo that "last year's determination of the level of savings we would need for long-term viability is no longer valid" due to a number of factors: a "whopping" $680-million increase in fuel costs in 2004 compared with last year and deterioration of yields as fast-growing low-cost carriers enter markets.
Delta, he said, goes "head-to-head with them in competition for over 70% of our domestic revenues." In addition, six credit rating downgrades since 2003 have made it "more difficult and prohibitively expensive to access the capital market . . . and costs continue to outpace revenues with no improvement in sight. We need to do more and do it quickly."
Senior managers are trying to do just that inside Delta headquarters at Atlanta-Hartsfield-Jackson International. The mood is somber, intense; it's been that way that since January when Grinstein ordered a stem-to-stern strategic review of his airline, one that has been crippled by potentially mortal economic blows of the post-Sept. 11, 2001, period.
Here, giant sepia prints that capture Delta's halcyon days adorn the hallways, almost in mockery of the state of the industry today. Aircraft and flight crews, beginning with Delta's 1924 start as an crop-dusting service, look out across the intervening decades when steely-nerved pilots all looked like Robert Stack and airplane travel was actually glamorous.
Inside the executive offices, the sepia abruptly turns to black-and-white, current-day reality. Joe Kolshak, who on June 1 was appointed senior vice president-chief of operations, explains the strategic teams' activity to Aviation Week & Space Technology.
There are three teams of senior officers, their focus: "Streamlining operations and simplifying the way we do business." Grinstein's inspiration for the review stems from principles outlined in the book, Good to Great by Jim Collins, adopted by many corporations as a leadership "bible." Grinstein summed up those principles when he told employees that to reach sustained profitability, "our team must be characterized by determination, agility and a willingness to run the company in nontraditional ways while respecting the Delta culture."
Grinstein, 72, opts for a low, nearly nonexistent, media profile because his sole focus is internal, to get the job done, Kolshak says. "He came to fix this company, not as a mercenary with a pot of gold waiting at the end of the rainbow. He's irreverent, high-energy, and progressive-thinking. Grinstein's working at half the base salary as that of his predecessor (Leo F. Mullin) with no contract, no retirement, no bonus. He's done it because he fundamentally believes he can do it. When you go into a meeting with Jerry, you check the ego at the door. It's 'let's get the job done, unemotionally. Just do it.'"
Kolshak is on the hub-and-fleet or what he calls the "where-and-what-we-fly" team. The other two are the cost and product teams.
Each team meets once a week for 3-5 hr. The three have met jointly twice since April to share major findings and directional issues, says Kolshak. The joint team will present a brief overview of findings to the board in July and, with board approval, may begin implementing a few key initiatives before mid-August, when a final presentation of the business plan will be made to the board.
Grinstein told employees the initiatives will not only include labor cost-cutting measures but "operational restructuring and innovation [needed] to survive and compete." In some cases, they will unfold a detail at a time for competitive reasons.
"Whatever happens, Delta will emerge a different airline," says Kolshak, "We are going to do some things that will transform our company. Delta, in a year, two years, from now will look very different from what you see today, in a positive sense. And they will not be 'fuzzy' options, but clear paths, x, y and z. We will then lay out a timetable in what we call in the U.S. Marines Corps, POA&M--plan of action and milestones--around these ideas."
Ex-Marine and Boeing 757/767 captain Kolshak gets involved with many issues intrinsic to the airline's survival, given his current job responsibilities: flight and technical operations, Delta's Operational Control Center, safety, security, as well as Delta Connection carrier operations. Kolshak, with Delta since 1988, was promoted to his new position from senior vice president of flight operations.
"I AM NEVER GOING to do anything in the interests of saving a buck that degrades the safety of this operation. We will stop flying before we do that. That's my pledge and that's my commitment," says Kolshak.
One major focus of the teams is what the airline will demand in concessions from pilots, who form the only union at Delta. They are also among the highest paid pilots in the industry.
Kolshak said the Delta Air Lines Pilots Assn. (Dalpa) held an Master Executive Council meeting in early June and resolved to reengage the company to achieve a negotiated mid-contract. (The regular contract is amendable in May 2005. Aug. 3 is the earliest Delta could begin formal Section 6 negotiations.)
"There's a lot of negativism in the media, but the crews are doing a fabulous job and operational performance has been great in an environment that's challenging as far as staffing is concerned." Kolshak is referring to early retirement spikes. (According to Dalpa, in September 2003 there were 218 early retirements; as of June 1, 266.) "Delta is doing everything to backfill, not knowing what further early retirements we could have," said Kolshak.
However, not one flight has yet been canceled for lack of crew, said Kolshak. "Time is going 'into the pot' so to speak, and pilots are working overtime." In addition, Delta's 19 management pilots are filling in where necessary. Also 1,060 of pilots furloughed prior to Sept. 11, 2001, will be returning to Delta--the first 30 returned July 1--at a rate of about 30 per month.
Dalpa, which represents 7,500 mainline pilots, last week said it is working on a comprehensive proposal to present to Delta "in the near future."
Union spokesperson Chris Renkel said the union hopes the plan is a success, but points out "we can't be successful on our own. There's no amount of money we can give that is going to help this company if everyone else doesn't participate as well." The union's biggest concern, said Renkel, is Delta's ability to put together a restructuring plan that includes all of the players."