SAN DIEGO--The global economic downturn has dealt blows across aerospace, and neither the commercial nor military sector has gone unscathed. Program cancellations, bankruptcies, downsizing and layoffs have been in the headlines for months. Tough times such as these are where leadership and core values matter most--to both individuals and organizations. When budgets are fat and margins are healthy, organizations and individuals sometimes become laissez-faire, and accountability diffuses. The present times demand high performance that can be achieved by having a clear vision backed by accountability and a set of core values.

What are our MRO core values? A Google search on the phrase "aerospace MRO" returns over 500,000 results while a search on "aerospace MRO core values" returns only about 8,000 hits, none of which are truly relevant to this conversation. "Safe for flight" and "airworthy" sound great, but they are not truly comprehensive as values. These touchstones are givens: they are the price of admission for joining the MRO profession or establishing an MRO business. A fundamental MRO value is a commitment to mission. This value embraces the bookends of ethics and "safe for flight" and combines it with achieving success within a specific business model. "The investment in building values into the organization is very modest."

Individuals demonstrate commitment to mission and values through a willingness to embrace lifetime learning that enhances both hard and soft skills. Individuals exhibit mutual respect and a thirst for continuous process improvement. Individuals understand that quality means valid qualifications and certifications, adequate tech data, proper tooling and specification discipline that avoids "gold plating." Individuals are curious about their industry as a whole and engage in professional reading, membership, professional associations and trade show attendance. Individuals are willing to support mentoring programs, teach apprentices, and participate in team hiring panels. Individuals provide feedback through designated organizational processes and channels on a routine basis without fear of reprisal.

Organizations respect the workforce and ensure that challenges and issues throughout the hierarchy are discussed in adult-adult conversations versus parent-child behaviors. A production manager and foreman working through an issue as two adults will achieve success. Organizations that explore labor-management partnerships, wellness programs, self-referral for skill weaknesses, and positive versus punitive discipline reinforce respect and dignity of the worker. Organizations also must be willing to actively seek feedback without reprisal through a variety of workforce assessment tools, including "360 degree" manager reviews and surveys. Organizations need to embrace proactive approaches to ergonomics and "quality of worklife" touch points such as break rooms, rest rooms and work spaces. These are more than just "nice to haves." They enhance loyalty, build trust and keep skilled workers productive and engaged.

Organizations also must be committed to the customer. Customers are more than just the purchaser of MRO services. They include the communities in which our businesses reside and our workforce is drawn, as well as owners and shareholders. The community wants a neighbor that provides good jobs, is environmentally friendly and demonstrates community involvement through charity and volunteerism.

Many of these activities have an investment cost that often appears to be "a bridge too far." That is a very short-sighted view. What's the value of an extra percent or two of margin from a highly motivated workforce? What's it worth to cut cycle time and hours expended? What's it worth to never have a compliance penalty? What's it worth to have every mind in the organization focused on a problem instead of just a few in management? When you consider these questions, the investment in building values into the organization is very modest.

If you choose this path, don't forget the cardinal rule: reward the early adopters and confront the toxic employees in both management and the line. And there's one other thing to remember--a values driven approach that pursues excellence is "just plane fun" for the whole team!

Photo: U.S. Navy