FLt Ops Managment (or lack thereof), has limited (if any) horizontal integration across organizational segments/cost centers. The express segment continues to meet their performance metrics from corporate despite this, so there is no impetus for them to change. Stuck in their insular paradigms, with a "not invented here" attitude to any external recommendations.

i.e. Scheduling has a metric for Reserve utilization, so they put guys in hotel stby, thus showing utilization, but total disregard for hotel, perdiem, GT costs -someone else's cost center. So a metric was manipulated to "look" better- manager met his benchmarks, but costs were incurred outside his sector but with no operational efficiencies gained. He "looks" good meeting his metric, but who cares if he increased someone else's costs- no horizontal integration.

I discussed this training issue with the 727 training lead (wenk-wink?) in 2010 after being excessed off the ANC11F seat. He insisted training was "free", a fixed cost. I asked him what cost center paid for my $4500 rental car, my $2800 hotel bill, and 10 weeks of per diem, which cost center was paying the pilot who was flying my trips while I was in training, which budget paid for the spare part and technician to fix the sim on a sunday, and the operating cost per hour (# hours) above the standard training load hours due to the huge influx of training due to the excess (above recurrent & new hires on 727). Well over $10k for just one pilot multiplied by hundreds of pilots due to the multiple trickle down bumping effect of the massive excesses.

As suspected he had nothing but the trout look, and repeated the talking point as if it was true, like a politician when called out for his intellectual dishonesty.

Never expected him to change it himself- just chapped me that they parrot that line of BS. I'd prefer them to say, "our masters have decided to do this, and it is my job to carry it out".

I think we all feel the mindset-"Don't p*ss on us & tell us it's raining!"