|Testimonials to My Outstanding Work Quality
|One thing you WON'T find on this website is anything that can easily be faked or fabricated, such as positive
feedback from customers in the form of copy-and-pasted E-mails. ANYONE can fabricate stuff like that ! All
you will find in my advertising of this nature is stuff that is either impossible to fake or can be easily verified.
|Here is a letter from a customer who took the time to write it out by hand and send it through snail mail on 1-26-2017.
|The Most Convincing Testimony to My Excellence Comes From OTHERS -
Highlights, Statistics and Performance Reviews From My Last Day Job
Repairing Equipment for NASA, Lockheed, Boeing, Cessna, Rockwell, etc.
|Anyone whose job seems to be taking longer than expected and has any doubts regarding my competence, efficiency or
dedication to top quality workmanship - you are about to be BLOWN AWAY. Here are some "bottom line" snippets from
my records when I worked at Wulfsburg Electronics (later named "Cobham" after their mother company). I have the most
impressive third-party documentation of performance excellence that you will find from ANY OTHER shop of this nature.
You will see that I scored the highest possible in all categories and was promoted as soon as the company's policies
allowed. You will also see that, according to the company's rating system, my performance was literally off the charts ,
showing me making money for the company when I wasn't even there ! You will find the complete documentation HERE
|First Performance Review (following my 90 day probationary period) - PROMOTED
|One Year Review - Promoted to TOP LEVEL TECHNICIAN (ahead of a 6 year veteran)
|Year 2007, 4th Quarter - still in my first year, highest possible in ALL categories:
|Year 2008, 2nd Quarter. Highest Possible in ALL Categories. Made the Company Money When I
Was Home Sleeping ( 364 actual work hours compared to 538.5 profitable hours ):
|( Note: They discouraged making copies of our performance records, this is why coverage is not always continuous.
Remember that these records were under strict FAA jurisdiction and not readily available to the general public. )
|Year 2008, 3rd Quarter. Highest Possible in ALL Categories. Made the Company Money When I Was
Home Sleeping ( 452 actual work hours compared to 573.5 profitable hours - 111 units, ZERO RETURNS )
|Year 2009, 1st Quarter. Highest Possible in ALL Categories. Made the Company Money When I
Was Home Sleeping ( 466 actual work hours compared to 630 profitable hours ):
|Year 2009, 2nd Quarter. Highest Possible in ALL Categories. Produced MORE THAN DOUBLE THE
OUTPUT OF TWO TECHNICIANS OF MY CALIBRE - WITH ZERO WARRANTY RETURNS !!!
|Year 2009, 3rd Quarter. 252.5 actual work hours, 383.5 profitable hours.
|( Note: On some units, the final pre-shipment test procedure encompassed more than 20 pages and contained more than 300 separate
tests, steps and readings. Failure of new or existing parts in the field is usually impossible to anticipate, making some returns inevitable )
|Year 2010, 2nd Quarter. 455 actual work hours, 542.6 profitable hours. 186 units, ZERO RETURNS !
|Year 2010, 3rd Quarter. Even during my WORST quarter - highest possible in 4 of 5 categories.
My absolute worst performance was still considered "Average" - and in ONE category only !
|After 2010 3rd quarter, the company no longer provided such detailed statistics at our performance reviews.
This was shortly after the company absorbed a Canadian company, Northern Airborne Technologies (NAT)
and sent me up to beautiful Kewlona, BC to train on their products - 3 weeks to learn literally more than 100
new products including various derivatives of the same product requested by different aircraft customers.
The NAT integration brought about 100 new employees into the building, which alone added 10,000 potential
new lines of communication (100 times 100 equals 10,000 - and THAT is counting only the NEW employees !).
On top of that, the corporates came in and did what corporates do best - completely f**ked everything up:
New managers, desperate to justify their positions, tore down existing procedures, collected their bonuses
and moved up to higher positions (or got fired) before they could complete implementation of their "new and
improved" methods. Since many of the company's products were for the military, the practice of adding
foreign products to their product line necessitated the added complications of ITAR (International Traffic in
Arms Regulations). Just one of the many results of this was that foreign nationals who frequently toured the
plant were not allowed to even SEE anything that "might" go into any products that "might" be for military
use. Thus, before any such tours, we had to spend an entire day covering everything with brown paper !
The company's new CEO, who was from the UK - even HE could not walk through the factory and see it !!!
I'm talking about items in for repair, items already repaired, any related office paperwork, and almost every
shelf in the parts stockroom - it all had to be covered with this brown paper until the company had time to
devise other solutions. Being a songwriter and possibly the best in the world at "making lemonade", I had
the entire repair department of 12 technicians singing in a desperate effort to distract us from the stupidity.
Since the fastest way to hide the product was to simply "wrap" entire shelves, I called it the "ITAR Wrap"
It's been more than 5 years and I can only remember the second verse, sung to the tune of "Limbo Rock":
First you tell the customers
We can't ship it 'till the first
We're too busy wrapping it
Then you let them throw a fit
Must not be a better way
Gonna tour the plant today
We can't crack this crock 'o crap
So let's do the ITAR Wrap
At the annual Halloween costume contest, the funniest costume was also the simplest:
A guy wrapped in brown paper with a piece of notebook paper attached - "ITAR part" A badly needed laugh !
That was only the beginning of the madness -
The FAA is an American entity only. In Europe they have EASA (European Aviation Safety Agency, pronounced "YA-sa").
But as long as the company was only selling and repairing their own products, all that was required for overseas jobs
was a different version of Form 8130 (certificate of flightworthiness), and a repaired item could not legally fly without MY
signature if I performed the work. But adopting products from Canada was a whole 'nother ballgame:
Any manufacturing, repair or service manuals for electronic Aviation products are strictly regulated by the FAA and have
to go through an intense approval process, sometimes taking 6 months or even longer, to change the value of a 50 cent
resistor in the parts list as well as any changes in repair or manufacturing procedures. Any change, no matter how small,
required a complete revision of the entire manual - and some of these manuals occupied 2 or 3 huge binders. Any items
recently repaired IAW (in accordance with) a new part or procedure COULD NOT SHIP until the new "Rev" was published.
We could repair it and stick it on a shelf, but it could not actually leave the factory until the previous Rev was destroyed.
Well, guess what? The manuals from Canada ALL had to be converted to a format acceptable by the FAA before we could
ship any former NAT items. The company spent more than $100,000 just to change the manuals over. I remember seeing
manuals in which entire pages were nothing but handwritten scribbling, and it wasn't the least bit uncommon to stop in
the middle of a repair job for a complete manual rewrite - which then had to go through proper channels and be published
before we could ship the item. I remember one instance where the customer waited a full year for a single resistor.
Even amid this craziness, I remained unstoppable (at least for a little while). The new version of the
company's performance review required us to first evaluate ourselves, then our manager followed
with his own assessment. As shown, I called myself an extreme asskicker with no arguments:
|My ePDR for 2009, page 1 (ePDR was some cryptic term invented by some new suit-and-tie):
|2009 ePDR, Page 2:
|(R/O stands for the "Repair and Overhaul"
department, a title that changed a few times)
|My ePDR for year 2010, shortly before leaving the company to operate "Barry's 8 Track Repair" full time:
|(The above terms "lean" and "5S" referred to the process of keeping our benches neat and clean at all times.
"Lean" was the term used to describe processes using the least possible number of parts, tools and creating
the smallest possible amount of waste (extremely unrealistic in the real world, another suit-and-tie thing) and
"5S" is an acronym depicting an equally stupid process which stood for 5 Japanese words. Loosely translated
to English, they stand for "Seiri (Sort)", "Seiton (Set in order)", "Seiso (Shine)", "Seiketsu (Standardize) and
"Shitsuke (I agree at least with the first 4 letters, translated it means "Sustain")".
One astute technician had it more accurate: "We're lucky to find 5 Square inches of open space on the bench".
|Very shortly after the last review shown on this page, I first applied for transfer to the newly integrated ELT (Emergency Locator Transmitter)
department and was told by everyone in the department I had the gig - but withdrew my application after learning the department (under
different ownership and for sale) would be moving to another state. As I expected, everyone who was loyal to the company and moved with
them soon lost their jobs for reasons I don't care to find out. So instead I requested transfer to the Fabrication department which I felt would
be much less complex as I was becoming busier and busier in my own business and no longer wanted the demands of the repair section.
For reasons that are hopefully obvious by now, I was begged by my supervisors, the Chief Inspector, the ASSMAN (I can't believe they came
up with that acronym to depict the boss over the Chief Inspector - but it was so short lived you can't even Google it now) and the guy above
HIM to stay - but I knew they would continue to dump Engineering-level solutions on me in regard to a problem they were having with
excessive drift in the DF-431 (Automatic Direction Finder, which triangulated the aircraft's position in relation to two satellites in order to arrive
at the aircraft's true bearing between 0 and 359 degrees). After taking on so many challenges outside my normal duties, my nerves were gone.
And not just me: My favorite supervisor vomited all over his office and was rushed to the hospital due to the ever-increasing stress, people
were leaving the company at the rate of 10 per week, more and more incompetent temps were being brought in to save money, the best guys
were making temporary escapes by using up their long-accumulated vacation time, and some were reporting to a different boss each month.
One "Director" had all of ONE person under him, and anyone not salaried was the victim of continuous power struggles among many chiefs.
Shortly after I left the department, they had 20 year old punks walking around, rudely assessing the work of 30 and 40 year veteran techs.
So what did Barry end up doing? Barry took a 5-dollar-an-hour cut in pay to mindlessly spray Humiseal on boards all day, after masking off
areas that had to be soldered. That worked out great for about a month, UNTIL.....
.....I realized I was working in the PRODUCTION environment instead of the TECHNICAL environment. In the technical environment, we all
need each other and frequently depend on each other for pointers and advice on a model new to us that they spent years figuring out. In the
production environment, there is zero brain work required and virtually everything is done according to procedure - looking at PICTURES,
for God's sake. If you can see someone doing something wrong and can prove it with knowledge of technical aspects, you're the ENEMY.
After sweet-talking my new female boss to get the position, I pissed her off by repeatedly going back to the repair department when an expert
soldering job was needed, or when my comparatively incompetent replacement needed to be shown how to do something for the third time.
I ran into my former admin at one of the many Sundogs hockey games we frequently were awarded free tickets to, and anyone watching
would have sworn we were long lost lovers by the way she hugged me and described in detail how much she missed working with me:
"Baby, you were MY MAN", replete with the perceived physical equivalent, to which I returned the obligatory "And you were MY WOMAN".
Then in much lower tones, she would spend the entire game telling me how slow the new guy was, his many mistakes in paperwork, etc.
He wasn't a new guy, but a veteran of the company AND the department - he just couldn't pick things up as fast as I did on a new product.
Back to Barry and his mindless taping and spraying. Okay, Barry is an efficiency fanatic - something that he has proven time and time again.
A new spraying procedure had me doing ONE board at a time instead of 10. 10 trips to the spray booth that used to be one trip. 10 times
bringing up a taping procedure on the computer that used to be one time. Nine operations' worth of my valuable time absolutely WASTED.
I don't care that I'm getting paid for that wasted time, I'm getting paid for the whole day anyway - I couldn't go along with the INEFFICIENCY.
A few E-mails to the company CEO (another thing my new boss didn't like) alerted me to the fact that some areas can suffer in efficiency in
order to make the operation on the whole more efficient. Okay, I can understand that. The new CEO from the UK was, and remains, one of
my absolute most effective role models. This guy oversaw a building containing some 300 people, could probably sit down and perform
ANYONE'S job better than the designated operator, was a tiny guy even smaller than me, and was nothing short of amazing in my book.
This guy could be standing in the hallway talking to some VIP from another company about something of utmost importance, yet he would
still smile, look me in the eye and say "Hi Barry" when I was sneaking my way to the front lobby for my seventeenth cup of good coffee. I
wold be doing my best not to distract or interrupt his conversation, and HE would be the one reaching out to offer his pleasant greeting.
Okay back to my new, mindless position. Gonna save some time and just give you the highlights from here to when I left the company.
My new floor supervisor tried to "write me up" for the same thing she was letting her little friends do - that is, circumvent procedures to
save time. In her writeup, she also mentioned that I refused to work overtime to compensate for their horribly inefficient procedures. By
this time, relations between her and myself had already deteriorated because my old boss, higher than her, was the one asking me to come
back occasionally for a particularly demanding task. I refused to sign her written warning, and WON THE CASE in HER BOSS' office.
She sure didn't like that, so my yearly review was horrible of course, with her providing one statement in particular "Barry takes
responsibility for his work, but then points his finger at everyone else", along with "Barry refuses to work any overtime" among othersequally
demeaning statements. Again, I refused to sign the review and it went before HER boss again. Though I would not sign the review, I did
add a few handwritten responses such as "Who is 'everyone else' and for what reason would I 'point my finger'?" To her claim that I would
not work overtime, it just happened that I came in Christmas Eve on the overnight shift while my wife was in the emergency room suffering
from pneumonia - and could easily get the hospital records to prove it. Needless to say, I had completely shattered her credibility.
Shortly after these silly incidents, my lifeboat was sailing well despite the roughest 8 track seas, and I stepped off the Titanic to safety.