Management by Walking the Ramp

Several weeks ago, in response to my blog regarding overriding safety devices, a commenter posted: “If managers and leads would get out of the offices … to oversee ramp operations there would be a lot less equipment damage.”  I certainly agree with this.   Sure it’s difficult in today’s environment for managers and supervisors to get out on the ramp.  Emails that need to be answered, phone calls, staff meetings, reports for higher ups; all this combined with staffing cuts hinder even the most conscientious from getting out on the ramp and observing operations.  But get out they must if they are to truly supervise their operations.   I recently did an independent audit of a number of stations at the request of an airline that was concerned with the amount of ground damage and other operational problems.  I spent several days with all levels of station management in each location.  One consistent observation was that managers and supervisors had so much office work that they spent very little time on the ramp.  The time they spent on the ramp was usually during slow periods; during busy times they seemed tethered to their phones or computers.   While management was certainly well-intentioned, they appeared to have underestimated the significance of being out on the ramp.  There’s no way to know what the operations’ needs and problems are without actually observing the operations.  Oftentimes reports and data just aren’t enough.  In my opinion, management needs to set aside time every day to observe ramp operations.  They need to schedule time on the ramp just as they schedule a meeting or a telcon.