Glenn Tosten 's Performance Over The Past Year

Before David Neeleman’s non-compete agreement with Southwest Airlines expired, he envisioned the concept of starting a low-fare airline that would combine common sense, innovation, and technology and bring the humanity back into air travel (Gittel & O’Reilly, 2001). In 1998, JetBlue was born. In order for David to fulfill his goal of a “do-it-right” kind of airline, he needed to recruit superior industry veterans who were willing to start from scratch and place an emphasis on employees and customers. Each of these individuals, from the President, General Counsel, CFO, and the HR director, wanted to create an airline that was fun, had

• A catastrophic industry crisis as 200 000 staff were cut in the world aviation industry.

After a long history of being in business, Alaska Airlines is struggling financially, experiencing a sullied reputation with their customers, having problems with their central hub in Seattle, and suffering from labor strife. To address these operational difficulties and improve performance, Alaska Airlines recognized they had an issue and if they wanted to stay in business solving the problems was the logical first step. The corporate culture appreciated being nice over efficient. As a result, Alaska Airlines created the Mad Dog task force, but they did not address the broad-based issues rather supplied temporary relief to the situation.

- The operational voice of the Far East, he made time critical risk decisions that directly impacted the NCTS Far East mission. He set and maintained high standards by leading a watch team of five Sailors in the daily operations of technical control supporting 250 Defense Information Systems Agency circuits and 150 subordinate commands. He tracked the completion of 151 task orders, processed 45 messages, directed 27 pier connectivity evolutions, closed eight communications spot reports, tracked the correction of four casualty reports and conducted 23 operations briefs. He led his team through 12 exercises directly contributing to the command's score of 95.7 percent during Unit Level Training Readiness

In 2003, Don Carty, a chairman and the chief operating officer of American Airlines resigned to avoid the company from entering bankruptcy (Wong, 2003). Prior to his resignation, Carty spent 12 hours with three of the union’s representatives to discuss new contracts. These new contracts included five instead of six year contracts and a new cash incentive plan (Wong, 2003). The unions he negotiated with were the Allied Pilots Association, transport Workers Union, and the Association of Professional Flight Attendants (Wong, 2003). In the provided video, Don Carty addresses two challenges he believes is driving the airline industry. The first challenge of being able to find an accepted price that both the consumers and the suppliers can agree on as fair or at a level that brings in profitable traffic to the business. The second challenge, relating to the air traffic industry, in finding a better way to conduct labor relations in the airline industry without the help of American government agencies.

The F-35 Program meets this criteria and it is one of the reasons that it enjoys bipartisan support of its continuance. Many congress members are reluctant to suggest cancelling the program, despite its underwhelming performance, because of its widespread economic impact. Political engineering has resulted in an iron triangle among Congress, Lockheed Martin lobbyists, and Department of Defense bureaucrats whom seek to prioritize their interests ahead of the nation’s interest. This has led to a lack of fiscal and program accountability within the F-35 program.

At quarters, he reviews MISHAPS with all hands ensure they learn from other unit’s misfortunes, discussing lessons learned. After assuming command, he has continually sought out ways to make every evolution as safe as possible. For example, he designed a new chain stopper for recovering smaller buoys and purchased new more efficient tools for the crew. Senior Chief Petty Officer Seymour and his crew completed the Unit Safety Assessment Tool. Subsequent to completing this assessment, he had a meeting with his crew to create a work list to correct any discrepancies.

The challenge of acquisition lays in difficult-to-define metrics, shifting policies, short-term leadership, and its position of a complex system within a system. First, measuring success and failure proves elusive, making identifying meaningful change difficult. Perhaps because of this fact, the rules change rapidly. Since its inception in 1971, the Department of Defense Directive (DoDD) 5000 series has been “revised more than a dozen times – a change approximately once every three years.” Well-meaning and proactive defense secretaries institute changes and then leave office prior to institutionalization. Finally, due to the complexity of the system of systems involved, no single internal modification possesses the ability to maximize the acquisition process. These three factors alone make acquisition -- and acquisition reform -- a Sisyphean task.

The 2012 crash of Convair N153JR is a text book example of how human error and the absence of crew resource management can result in the unnecessary loss of life. This accident involves a transport company named Fresh Air Inc. that transported cargo between the Caribbean islands using vintage 1953 Convair aircraft. The co-owner of the company, who was also the primary pilot, established and nurtured an environment of relaxed rules and desultory aviation operations. The primary pilot consistently flew the Convair aircraft outside its operational parameters by disabling key aircraft systems needed for safe operations. Additionally, the captain filled Fresh Air with incompetent personnel that could not maintain safe and airworthy operations. To further exacerbate an already dangerous situation, assigned Federal Aviation Administration (FAA) inspectors were derelict in their duties and performed only superficial inspections on the company. Numerous and serious violations were overlooked by the inspectors and this removed the last remaining barrier for accident prevention. The captain’s insouciant approach to flying and company operations coupled with inept FAA oversight directly led to the crash of Convair N153JR.

On Monday, June 5th, president of the United States, Donald Trump, kicked off “infrastructure week”, an unplanned event, at the White House. According to the White House, Trump had dedicated the week to addressing America’s “crumbling infrastructure”. On Monday, Trump announced his support for an initiative to privatize the nation’s air traffic control system, hoping that more expensive, advanced technologies would be available if the sector operated more like a business. He endorsed the concept of moving air traffic operations out of the Federal Aviation Administration and into a self-financing non-profit organization, stating, “Our plan will get you where you need to go more quickly, more reliably, more affordably, and yes, for the first

“(5) The development and maintenance of a sound regulatory environment which is responsive to the needs of the public and in which decisions are reached promptly in order to facilitate adaption of the air transportation system to the present and future needs of the domestic and foreign commerce of the United States, the Postal Service, and the national defense” (Airline Deregulation Act of 1978). This set of words led to the expectation placed on the Federal Aviation Administration (FAA) to establish and maintain a new set of rules and procedures in place that would consequently make aviation

o SGT Murray outstanding quality of leadership were demonstrated by his ability to training Soldiers to the standards of ISO 17025 and archiving 1,000 of records in one Month as well as graduating from Airborne school in this

Anthony’s professionalism while assigned as the Security Manager for the Washington Liaison Office (in support of the Naval Air Command) has been nothing short of amazing. He took an obsolete system/program and brought it up to speed through his arduous efforts and willingness to get the program where it needed to be.

Juanae (Thompson) Johnson was born in the “Air Capital of the World”, Wichita, Kansas on August 9, 1982. As a student growing up in Wichita, Kansas, she was exposed to many opportunities; to include, two summer internships with two sought after worldwide companies Cessna Aircraft Company and Smith & Barney. As an intern with Cessna Aircraft Company, Juanae learned about airplane widgets, nuts and bolts, workforce capacity and program managing. After completion of the program, Juanae was one of two individuals selected to receive an all-expense paid trip on a Cessna Citation jet to San Antonio, Texas.

Once in charge of the struggling airline, Bethune eliminated more than 7,000 jobs, dismissed fifty vice presidents and replaced them with twenty new managers, and outsourced much of the carrier’s maintenance work. The thrust of this reorientation embodied Bethune’s efforts and goals to improve company service while abolishing cut-rate fares and cost-based practices. In addition to these explicit streamlining actions, Bethune also changed several practices that had significant symbolic value in the refocusing effort at Continental. For example, surveillance cameras were removed from executive offices, and the cockpits of planes were scheduled to be cleaned every thirty rather than every ninety days.