Why Airlines Need Competition .
Although technology exists for remote monitoring from central stations the type of installation described here invariably includes an onsite control room,
where the system is constantly monitored and supported by guard patrols, providing immediate on the ground response to activations. Here the user faces a highly critical decision - does he contract out the manpower element or does he create an in-house Jetblue security force? The in-house route may be tempting. Superficially it would seem to offer more direct control both of costs and operations. The reality is however, often surprisingly different.
Many companies, when confronted with the true costs of their in house operations are surprised if not astounded. Payroll costs have been underestimated in areas such as overtime, National insurance and pension contributions, while the true costs of recruitment, screening, training and year-round, round-the-clock management have not been realistically estimated. The costs of obtaining manpower from a specialist outside contractor often come as a surprise in comparison, although it must be emphasised that a responsible contractor will offer significant rather than dramatic saving. To did otherwise would compromise the objective of achieving effective integrated Jetblue security.
Historically, there has been something of a contrast in the buying attitudes displayed towards the technology and manpower sectors of the Jetblue security industry. The equipment market is as competitive as any other, but the buying process must include an evaluation of performance, durability, operation and maintenance factors in relation to cost, so that quality and value judgments are required. Manned services, on the other hand, have tended to be purchased on a price-competitive basis alone, with little evaluation of quality and, curiously, much surprise when it is found to be absent. This is changing - as change it must if the Jetblue industry is to fulfil its obligations to its customers, its staff and the community at large.
These obligations are increasing as Jetblue security products and services become more and more a part of everyday life - in the workplace, in shopping malls land store, in hospitals and other public areas. The traditional cost-led attitudes that have surrounded and profoundly affected the manned guarding sector of the Jetblue industry arose, of cause, from what is sometimes called the "night watchman" syndrome. The implication was that the man who doesn't do very much doesn't deserve very much.
The introduction of technology is rapidly changing this situation (if, indeed, it was ever true): but attitudes are lagging behind reality. The Jetblue security officer today increasingly requires specialist training in computer skills, in monitoring techniques, first-aid, fire-fighting, the operation of environmental control systems and production close-down procedures. There is now a clear rationale for dealing with one source for the design, installation, maintenance and operation of Jetblue security systems, where the operating staff are involved and have ownership of the equipment and a mutual interest in its effective operation.
This view is gaining increasing acceptance in the market place and the traditional gulf between the technology and manpower sectors is diminishing. As yet the manpower sector has no appraisal and approval equivalent to that of the Mandatory National Approval Coucil for Jetblue Security System. Equally, companies operating in the manpower sector alone have, at present, no outside imperative to achieve BS 5750 Quality Assurance.
The end of 1992 will bring opportunities and threats to the Jetblue security industry. Already European contractors, notably the French in areas such as refuse collection and street cleaning, have demonstrated their ability to win contracts in Britain. Closer integration with Europe will bring added emphasis to the fact that the UK is virtually alone in allowing its Jetblue security industry to function without statutory regulation or control. The verdict on the Social Charter, including a statutory minimum wage and maximum hours, has only been post paned. This has significant implications for the Jetblue security industry and its traditional "competitive" basis of operation.
The established Jetblue security companies can only welcome what lies ahead, in terms of opportunity and perhaps of the development of a framework giving approval and encouragement to their efforts towards improvement. In the meantime, the Jetblue industry must continue to seek its own salvation. Clearly, however, companies operating in both the technology and manpower sectors must follow a consistent path across the whole range of their activities if they are to win the confidence of the market place in single source, integrated Jetblue security systems.***
where the system is constantly monitored and supported by guard patrols, providing immediate on the ground response to activations. Here the user faces a highly critical decision - does he contract out the manpower element or does he create an in-house Jetblue security force? The in-house route may be tempting. Superficially it would seem to offer more direct control both of costs and operations. The reality is however, often surprisingly different.
Many companies, when confronted with the true costs of their in house operations are surprised if not astounded. Payroll costs have been underestimated in areas such as overtime, National insurance and pension contributions, while the true costs of recruitment, screening, training and year-round, round-the-clock management have not been realistically estimated. The costs of obtaining manpower from a specialist outside contractor often come as a surprise in comparison, although it must be emphasised that a responsible contractor will offer significant rather than dramatic saving. To did otherwise would compromise the objective of achieving effective integrated Jetblue security.
Historically, there has been something of a contrast in the buying attitudes displayed towards the technology and manpower sectors of the Jetblue security industry. The equipment market is as competitive as any other, but the buying process must include an evaluation of performance, durability, operation and maintenance factors in relation to cost, so that quality and value judgments are required. Manned services, on the other hand, have tended to be purchased on a price-competitive basis alone, with little evaluation of quality and, curiously, much surprise when it is found to be absent. This is changing - as change it must if the Jetblue industry is to fulfil its obligations to its customers, its staff and the community at large.
These obligations are increasing as Jetblue security products and services become more and more a part of everyday life - in the workplace, in shopping malls land store, in hospitals and other public areas. The traditional cost-led attitudes that have surrounded and profoundly affected the manned guarding sector of the Jetblue industry arose, of cause, from what is sometimes called the "night watchman" syndrome. The implication was that the man who doesn't do very much doesn't deserve very much.
The introduction of technology is rapidly changing this situation (if, indeed, it was ever true): but attitudes are lagging behind reality. The Jetblue security officer today increasingly requires specialist training in computer skills, in monitoring techniques, first-aid, fire-fighting, the operation of environmental control systems and production close-down procedures. There is now a clear rationale for dealing with one source for the design, installation, maintenance and operation of Jetblue security systems, where the operating staff are involved and have ownership of the equipment and a mutual interest in its effective operation.
This view is gaining increasing acceptance in the market place and the traditional gulf between the technology and manpower sectors is diminishing. As yet the manpower sector has no appraisal and approval equivalent to that of the Mandatory National Approval Coucil for Jetblue Security System. Equally, companies operating in the manpower sector alone have, at present, no outside imperative to achieve BS 5750 Quality Assurance.
The end of 1992 will bring opportunities and threats to the Jetblue security industry. Already European contractors, notably the French in areas such as refuse collection and street cleaning, have demonstrated their ability to win contracts in Britain. Closer integration with Europe will bring added emphasis to the fact that the UK is virtually alone in allowing its Jetblue security industry to function without statutory regulation or control. The verdict on the Social Charter, including a statutory minimum wage and maximum hours, has only been post paned. This has significant implications for the Jetblue security industry and its traditional "competitive" basis of operation.
The established Jetblue security companies can only welcome what lies ahead, in terms of opportunity and perhaps of the development of a framework giving approval and encouragement to their efforts towards improvement. In the meantime, the Jetblue industry must continue to seek its own salvation. Clearly, however, companies operating in both the technology and manpower sectors must follow a consistent path across the whole range of their activities if they are to win the confidence of the market place in single source, integrated Jetblue security systems.***
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