Change Agent

Jay Emery, vice president,

Raytheon Aircraft Services

Jay Emery started with Raytheon Aircraft Services in November 2005 and has just relocated to Wichita, Kansas from Marietta, Georgia. He brings the experience of working for one of the undisputed leaders in automotive support and service, Lexus.

AM: What is your background?

Emery: 34 years in the automotive industry. I started as a technician and also worked retail and wholesale. I was with Lexus for 14 years. Prior to that I worked for the state of California as transportation manager for the California Highway Patrol for eight years. Before that, I was with a fleet leasing business, United States Fleet Leasing.

AM: How did you get recruited to Raytheon Aircraft Services?

Emery: I wasn't looking for a job but I was approached by a headhunter. They posed such an opportunity to me; it made me consider a change of careers.

AM: What is wrong with the service and service culture in the general aviation/business aviation market?

Emery: Well, I was surprised at how tolerant aircraft owners are of different levels of service. A lot of our aircraft owners are Lexus owners so they are aware of that level of service for their automobile. We also have to earn them as customers. The cost of the aircraft is secondary to them. What they want is reliable service that meets the goals and objectives on the out-date.

AM: What lessons can the aviation market learn from Lexus?

Emery: What I am able to do is bring a fresh outlook from a world-class automotive company. The customer-for-life attitude applies in this industry, especially since there are many more options for aircraft owners. What I bring in is this culture. It's critical that Raytheon embrace that attitude, and they are. But the aviation business is different. It is complicated and a bit more difficult to manage than the automotive industry. There are many vendors [that can provide the service] whereas with Lexus, there are a limited number of vendors. Aircraft can travel a long way to get service. Another big lesson aviation can learn from Lexus is to have respect for customers and employees. If there is a good culture for employees, customers will feel that and will benefit from it. You've got to have a solid, engaged workforce that feels good coming to work.

AM: What is it that Lexus has that Raytheon is trying to capture?

Emery: I worked for Lexus as a start up. The transformation of an existing culture is very different. But we are on the path and consistent. We are getting good support from the employees. They are proud to be part of Raytheon and would love to have it be a world-class service company like Lexus. They are excited about change. We have many new general managers in the field who are wide open to change. As a matter of fact, it's not going fast enough for them.

AM: What problems did you tackle first when you came on board?

Emery: Productivity is an issue. We need to be more consistently productive. We have added a software system, Corridor, which we are piloting at our Fulton, Georgia facility. We hope it will help us better manage our time. We hope it will eliminate conflicts of maintenance at one end of the aircraft interfering with maintenance happening at the other end. It should also help advance preparations, and having the parts and tools in the shop when they are needed. We are also investing millions in our facilities.

AM: Is RAS applying "lean" principals to its operations? How does this translate into action on the shop floor?

Emery: Yes, we implemented lean last spring. I was familiar with lean from the Toyota production system. What it means for Raytheon is more efficient facilities, a better, safer work environment, and anticipating the needs of the maintenance team. The more efficient we can make our mechanics, the better we can serve our customers.

AM: Were you surprised to learn there is no flat-rate pay system in aviation? Do you think flat-rate could work in aviation?

Emery: From a business perspective, yes I was surprised. It's a system that promotes fast work but unfortunately it also promotes shortcutting. This industry demands high-quality work; there is no room for shortcutting. Also in aviation, there isn't the same kind of standardized work to be able to take advantage of that kind of pay system.

AM: Do you see a difference in aviation mechanics versus automotive mechanics?

Emery: Yes. Aviation mechanics are held to a different standard. There is a lot more at stake, and you can't just pull over to the side of the road in an airplane. Aviation mechanics are much more patient and detail oriented.