Aviation Job Quotes

There's only one job in this world that gives you an office in the sky; and that is pilot.

There's a joke in the aviation industry that the ideal aircrew in today's modern aircraft would be comprised of a man and a dog. The dog is there to bite the man if he so much as tries to touch the controls, and the pilot's one remaining job is to feed the dog!

Anyone can do the job when things are going right. In this business we play for keeps.

Yet even now he looked on his days as mayor -- not governor or lieutenant governor or baseball team owner or naval aviator -- as the best job he'd ever had.

Others found jobs but got paid far less than men—a fact not lost on cash-strapped employers. It was, one employer said, the only real reason to hire women: “They produce more and demand less.

And because I had the latest advanced mathematical training, I was given the job of analyzing the retractable landing gear for Jimmy Doolittle’s Lockheed Orion 9-D, a modification of the basic Orion. That was my first contact with any of the famous early aviators who would frequent the Lockheed plant. Others included Amelia Earhart, Wiley Post, Sir Charles Kingsford-Smith, and Roscoe Turner. Doolittle, of course, was an early record-setting pilot, both military and civilian, with a master’s degree and doctorate in science from M.I.T. Then he was flying for Shell Oil Company, landing in out-of-the-way fields, cow pastures, and other unprepared strips.

it was probably more dangerous to remain aboard the fuel- and explosive-laden jeep carrier than to take off and glide-bomb a Japanese capital ship. As Leonard Moser, a plane captain on the Fanshaw Bay, was changing a carburetor on a VC-68 aircraft, half a dozen pilots hovered nearby, coveting a chance to climb into that cockpit and get their tails off the ship. The aviation machinist’s mate finished the job, then climbed up into the cockpit. “What are you doing?” one of the pilots asked. “I’m going to check this damn engine out,” Moser said, “and then go find a hole to hide in.” The pilot said that he would do his own engine check this time, thank you very much. Moser stepped aside. “He got in, started it up, and took off with a cold motor. My helper didn’t even have all of the cowling on. That pilot was glad to leave.

The plight of Jews in German-occupied Europe, which many people thought was at the heart of the war against the Axis, was not a chief concern of Roosevelt. Henry Feingold's research (The Politics of Rescue) shows that, while the Jews were being put in camps and the process of annihilation was beginning that would end in the horrifying extermination of 6 million Jews and millions of non-Jews, Roosevelt failed to take steps that might have saved thousands of lives. He did not see it as a high priority; he left it to the State Department, and in the State Department anti-Semitism and a cold bureaucracy became obstacles to action. Was the war being fought to establish that Hitler was wrong in his ideas of white Nordic supremacy over "inferior" races? The United States' armed forces were segregated by race. When troops were jammed onto the Queen Mary in early 1945 to go to combat duty in the European theater, the blacks were stowed down in the depths of the ship near the engine room, as far as possible from the fresh air of the deck, in a bizarre reminder of the slave voyages of old. The Red Cross, with government approval, separated the blood donations of black and white. It was, ironically, a black physician named Charles Drew who developed the blood bank system. He was put in charge of the wartime donations, and then fired when he tried to end blood segregation. Despite the urgent need for wartime labor, blacks were still being discriminated against for jobs. A spokesman for a West Coast aviation plant said: "The Negro will be considered only as janitors and in other similar capacities.... Regardless of their training as aircraft workers, we will not employ them." Roosevelt never did anything to enforce the orders of the Fair Employment Practices Commission he had set up.

The absence of battleships in the task force that steamed with Enterprise toward Wake had little to do with the growing importance of the aircraft carrier as a strategic weapon. There were many officers in the Navy—“black shoes,” as opposed to those upstart aviators who wore brown shoes—who clung stubbornly to the doctrine of battleship might. But hurling fourteen-inch shells a dozen miles at one’s opponent was about to change. For Arizona or other battleships that might have accompanied Enterprise, it was a simple matter of math. The top speed of the Arizona and the standard classes of battleships built before the Washington Treaty was 21 knots (24 mph). Enterprise, the slowest of the three carriers then in the Pacific, could move along at 32 knots (37 mph). When it came to covering distances and getting the job done, Enterprise and its consorts were high-speed delivery machines. The plodding battleships simply could not keep up. Had they been along, the trip to Wake would have taken 50 percent longer, exposing the force to enemy submarines that much longer.

Most of us, most of the time, live in blissful ignorance of what a small elite, heroic group of Americans are doing for us night and day. As we speak, all over the globe, American Sailors and Submariners and Aviators are doing something very dangerous. People say, ‘Well, it can’t be too dangerous because there are no wrecks.’ But the reason we don’t have more accidents is that these are superb professionals; the fact that they master the dangers does not mean the dangers aren’t real. Right now, somewhere around the world, young men are landing aircraft on the pitching decks of aircraft carriers – at night! You can’t pay people to do that; they do it out of love of country, of adventure, of the challenge. We all benefit from it, and the very fact that we don’t have to think about it tells you how superbly they’re doing their job — living on the edge of danger so the rest of us need not think about, let alone experience, danger.” George Will commenting after the loss of the Space Shuttle Challenger, January, 1986

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

might be just a set of equations and eye-blearing numbers disembodied from all physical significance. She might not hear another word about the work until a piece appeared in Air Scoop or Aviation or Air Trails. Or never. For many men, a computer was a piece of living hardware, an appliance that inhaled one set of figures and exhaled another. Once a girl finished a particular job, the calculations were whisked away into the shadowy kingdom of the engineers. “Woe unto thee if they shall make thee a computer,” joked a column in Air Scoop. “For the Project Engineer will take credit for whatsoever thou doth that is clever and full of glory. But if he slippeth up, and maketh a wrong calculation, or pulleth a boner of any kind whatsoever, he shall lay the mistake at thy door when he is called to account and he shall say, ‘What can you

Nationalization of AVSEC is quite okay and in order, but before embarking on it, the authorities professing it, must try to fit the Nationals to job, as opposed to trying to fit the job to the Nationals. Most Nationals simply don't have what it takes, and that's just the tip of the iceberg.

This is another part of the special expertise of the ST. The CIA would use secrecy and need-to-know control to arrange with a Cabinet-level officer for the cover assignment of an Agency employee to that organization, for example to the Federal Aviation Administration. The Cabinet officer would agree without too much concern and quietly tip off his manpower officer to arrange a “slot” (personnel space) for someone who would be coming into a certain office. He would simply say that the “slot would be reimbursed,” and this would permit the FAA to carry a one-man overage in its manning tables. Soon the man would arrive to work in that position. As far as his associates would know, he would be on some special project, and in a short time he would have worked so well into the staff that they would not know that he was not really one of them. Turnover being what it is in bureaucratic Washington, it would not be too long before everyone around that position would have forgotten that it was still there as a special slot. It would be a normal FAA-assigned job with a CIA man in it.

According to all known laws of aviation, there is no way a bee should be able to fly. Its wings are too small to get its fat little body off the ground. The bee, of course, flies anyway because bees don't care what humans think is impossible. Yellow, black. Yellow, black. Yellow, black. Yellow, black. Ooh, black and yellow! Let's shake it up a little. Barry! Breakfast is ready! Coming! Hang on a second. Hello? - Barry? - Adam? - Can you believe this is happening? - I can't. I'll pick you up. Looking sharp. Use the stairs. Your father paid good money for those. Sorry. I'm excited. Here's the graduate. We're very proud of you, son. A perfect report card, all B's. Very proud. Ma! I got a thing going here. - You got lint on your fuzz. - Ow! That's me! - Wave to us! We'll be in row 118,000. - Bye! Barry, I told you, stop flying in the house! - Hey, Adam. - Hey, Barry. - Is that fuzz gel? - A little. Special day, graduation. Never thought I'd make it. Three days grade school, three days high school. Those were awkward. Three days college. I'm glad I took a day and hitchhiked around the hive. You did come back different. - Hi, Barry. - Artie, growing a mustache? Looks good. - Hear about Frankie? - Yeah. - You going to the funeral? - No, I'm not going. Everybody knows, sting someone, you die. Don't waste it on a squirrel. Such a hothead. I guess he could have just gotten out of the way. I love this incorporating an amusement park into our day. That's why we don't need vacations. Boy, quite a bit of pomp... under the circumstances. - Well, Adam, today we are men. - We are! - Bee-men. - Amen! Hallelujah! Students, faculty, distinguished bees, please welcome Dean Buzzwell. Welcome, New Hive City graduating class of... ...9:15. That concludes our ceremonies. And begins your career at Honex Industries! Will we pick our job today? I heard it's just orientation. Heads up! Here we go. Keep your hands and antennas inside the tram at all times. - Wonder what it'll be like? - A little scary. Welcome to Honex, a division of Honesco and a part of the Hexagon Group. This is it! Wow. Wow. We know that you, as a bee, have worked your whole life to get to the point where you can work for your whole life. Honey begins when our valiant Pollen Jocks bring the nectar to the hive. Our top-secret formula is automatically color-corrected, scent-adjusted and bubble-contoured into this soothing sweet syrup with its distinctive golden glow you know as... Honey! - That girl was hot. - She's my cousin! - She is? - Yes, we're all cousins. - Right. You're right. - At Honex, we constantly strive to improve every aspect of bee existence. These bees are stress-testing a new helmet technology. - What do you think he makes? - Not enough. Here we have our latest advancement, the Krelman. - What does that do? - Catches that little strand of honey that hangs after you pour it. Saves us millions. Can anyone work on the Krelman? Of course. Most bee jobs are small ones. But bees know that every small job, if it's done well, means a lot. But choose carefully because you'll stay in the job you pick for the rest of your life. The same job the rest of your life? I didn't know that. What's the difference? You'll be happy to know that bees, as a species, haven't had one day off in 27 million years. So you'll just work us to death? We'll sure try. Wow! That blew my mind! "What's the difference?" How can you say that? One job forever? That's an insane choice to have to make. I'm relieved. Now we only have to make one decision in life. But, Adam, how could they never have told us that? Why would you question anything? We're bees. We're the most perfectly functioning society on Earth. You ever think maybe things work a little too well here? Like what? Give me one example. I don't know. But you know what I'm talking about. Please clear the gate. Royal Nectar Force on approach. Wait a second. Check it out. - Hey, those are Pollen Jocks! - Wow. I've never seen them this close. They know

Instructors only get paid for flight time, which meant from the time the brakes were released and the plane started moving with the intention of flight till the plane was parked, we got paid. Any time spent on the ground in between flights was off the clock. If we had an open flight slot during the day, we made nothing but still were not allowed to leave the flight school. I don’t know of any other job where an employer could get away with having rules like this. No one else in any other profession would put up with it. Most days I worked for ten hours but was usually only paid for five or six. Even on the best days, pay maxed out at eight hours because that’s the legal daily limit on flight time. And to actually get eight hours of flight time, and eight hours of pay, usually meant working a twelve- to fourteen-hour day.

In a simple world, blame, as a management technique, made sense. When you are on a one-dimensional production line, for example, mistakes are obvious, transparent, and are often caused by a lack of focus. Management can reduce them by increasing the penalties for noncompliance. They can also send a motivational message by getting heavy once in a while. People rarely lose concentration when their jobs are on the line. But in a complex world this analysis flips on its head. In the worlds of business, politics, aviation, and health care, people often make mistakes for subtle, situational reasons. The problem is often not a lack of focus, it is a consequence of complexity. Increasing punishment, in this context, doesn’t reduce mistakes, it reduces openness. It drives the mistakes underground. The more unfair the culture, the greater the punishment for honest mistakes and the faster the rush to judgment, the deeper this information is buried. This means that lessons are not learned, so the same mistakes are made again and again, leading to more punitive punishment, and even deeper concealment and back-covering.

I have a good and interesting life. The jobs I've had during my working years were not always high-praying, but I enjoyed them and did well at them...

but imagine for a moment that back in 1975, instead of facing a cash crisis Southwest had deep pockets filled with venture capital. Its leaders may have never discovered the innovative solution to quickly turning airplanes based on coordination and cooperation among every job function, from pilot to gate personnel. The company could easily be a footnote in aviation history, like People Express, Skybus, and scores of others. “Not enough” money was certainly the catalyst, the mother of Southwest Airlines’ first reinvention.

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