Honeywell

Question 1

What is the biggest problem you ever had to overcome?

Answer 1

Public speaking. Used to be almost paralised with nerves.

Sought help from line manager who was very good at it, deliberately started to put myself in situations where I had do it more often and then sought jobs where I had to do it almost daily.

Question 2

Why haven’t you achieved more in your current/last job?

Answer 2

On reflection we could probably all say that we could have achieved more. That said, we took FBH from 27/27 to the top third - something the entire management team were immensely proud of.

Question 3

What are your weaknesses

Answer 3

1. Broader business knowledge / MSc
2. Speaking in public

Question 4

How do you handle criticism/rejection?

Answer 4

If it is warranted, learn from it

Question 5

When have you had to do something that was difficult or popular?

How did you tackle it and overcome objections / difficulties?

Answer 5

John smell

Swifty - Dealing with poor timekeeping, always late. Talk to him to understand if there was an issue, once we understood there wasn’t we had to have a discussion regarding what was acceptable behaviour.

Question 6

What makes you angry?

Answer 6

Don’t really get angry, although I do get frustrated with people that don’t appear to want to listen. Usually would resolve by a 1-2-1 discussion about why my opinion is being ignored.

Question 7

Do you ever lose control

Answer 7

Get frustrated with myself - particularly over something I should have control over, such as my golf swing

Question 8

Tell me about a recent achievement of which you are proud.

Answer 8

1. BSI feedback - one of best QMS in 31 years
2. MSM
3. MSc - huge amount of effort with full time role

Question 9

What 3 personal qualities do you possess that will help you in this job?

Answer 9

Hard work / integrity / engagement

Question 10

What type of people do you find most difficult to work with?

Answer 10

From naval background, used to working close proximity with all characters - you learn to get on with most people. That said, the trait that annoys me the most is someone who won’t listen

Question 11

How ambitious are you? How interested are you in promotion.

Answer 11

I do have ambition to succeed in my role and do the best I can, but I am not driven to be constantly looking for the next opportunity.

Question 12

What are your strengths?

Answer 12

Hard work
Honesty
I try and get on with people
Good humoured

Question 13

What are you looking for in your next boss team?

Answer 13

Support
Empowerment
Honesty

Question 14

What would your boss / peers / referees say about you?

Answer 14

Hard work ethic
Gets stuff done
Reliable
Obsessive

Question 15

What are the most important factors that you are looking for in a job?

Answer 15

Varied
Interesting
A challenge (need to be stimulated - something to think about)

Question 16

What have you done to make a significant impact t your time/work?

Answer 16

1. Rebuilt relationships and trust (once people trust you they will open up and you see amazing results)
2. 2nd Line of Defence. 145 periodic assurance checks

Question 17

What would you have liked to have done more of in your last job?

Answer 17

More time to get out and about, it becomes too easy to become a slave to the computer

Question 18

What gave you the most satisfaction in your last job?

Answer 18

1. Customer compliments (CAMO - massive difference since taking over)
2. Feedback from regulator in improvement
3. Recognition from CEO in impact made

Question 19

What is the ideal job

Answer 19

Get out & about
Meet people
Fix systemic issues

Question 20

If you had your time again what would you change?

Answer 20

1. Try to spend more time observing
2. Customer feedback

Question 21

How would you describe your favourite boss?

Answer 21

Trusting
Empowering
Open (good comms)

Question 22

What contribution have you made to a team

Answer 22

FBH - keep team happy, comms and info. My job to make sure they have what they need.

FBH - Build a team that can operate when I’m not there

MAA - Brian - mentoring, did not have background
Thales - Grad, coaching and mentoring

Question 23

Why should we choose you

Answer 23

• Broad experience of quality management
• Get good results
• Happy to get stuck into any challenge

Question 24

Where do you see yourself in 3-5 years?

Answer 24

That would clearly be a guess at this range. But I really am passionate about working in aviation related organisations and have no desire to seek other positions, and would hope that in 5 years time I would still be in this role (if of course you think I’d be a good fit)

Question 25

What does success mean to you?

Answer 25

• The team is working together - for the good of the team
• Satisfaction of a job well done
• Happy boss

Question 26

What motivates/drive you?

Answer 26

• Challenge
• Interest in the role
• Desire to do a really good job

Question 27

Why did you leave your last job?

Answer 27

FBH - closure of business following completion of all contracts
LH - Opportunity to stand up on my own and take on the Form 4 / postholder positions

Question 28

What do you know about this organisation

Answer 28

The Yeovil site is pretty hard to find out. But from looking at CAA and EASA websites. 21G/EASA 145 / CAA 145

Question 29

Define Quality

Answer 29

Many definitions:
1. Consistent conformance to customers’ expectations.
2. Degree of fit between customers’ expectations and customer perception of the service or product

Question 30

Perceived quality

Answer 30

Perceived quality is governed by the magnitude and direction of the gap between customers’ expectations and their perceptions of the service or product

Question 31

Sandcone theory - concept

Answer 31

It comes from the idea that there is a generic ‘best’ sequence of improvement

Question 32

Sandcone theory stages

Answer 32

Quality
Dependability
Speed
Flexibility
Cost

Question 33

How to achieve conformance to specification

Answer 33

Step 1 Define the quality characteristics of the service or product.
Step 2 Decide how to measure each quality characteristic.
Step 3 Set quality standards for each quality characteristic.
Step 4 Control quality against those standards.
Step 5 Find and correct causes of poor quality.
Step 6 Continue to make improvements.

Question 34

What is TQM

Answer 34

TQM is ‘an effective system for integrating the quality development, quality maintenance and quality improvement efforts of the various groups in an organization so as to enable production and service at the most economical levels which allow for full customer satisfaction’.

Keyword is ‘total’ -all personnel and all departments

Question 35

What is lean

Answer 35

It is a framework, or almost a philosophy, for the efficient running of operations. The aim is to achieve an efficient flow of materials, information, and indeed customers, around the organisation to ensure the needs of the customer are met.

The idea is that the right quantities are available at the right time, in the right place, at the lowest possible cost.

Question 36

Tell me about yourself

Answer 36

My name is Ian Stamp. My background is in aircraft engineering from a 29 year career in the navy which included many years involved in quality management, including 2.5 years as a part 145 surveyor in the MAA and concluded as head of quality systems at the Yeovilton air station, leading a team of 18 in providing assurance against all engineering units that supported roughly 100 aircraft.
That was followed by two years at Thales Air Operations and Weapons as a QA Manager supporting a number of projects through their project lifecycles before moving to Leonardo Helicopters as Quality Manager System Monitoring, responsible for delivering the audit programme for all UK based contracts, which included a number of overseas operations. That was a hugely rewarding role with a complex audit programme that covered many sites and multiple approval types including part 145, Part 21G, CAMO, AS9100 and flight operations. I think my biggest success in that role was the working relationships built around the site. I was approached by FB Heliservices to become their Head of Compliance, the role I am currently still in. The company at the time had 8 sites and 14 different regulatory approvals where I was the compliance postholder in them all. This was an organisation that had some real problems, they had recently relocated the HQ from Basingstoke to Bournemouth, had lost a lot of people and weren’t performing well. In my 2nd week I was introduced to the CAA surveyor who made it clear that I should not underestimate the enormity of the task - a statement reinforced by the annual CAA performance review where against our peers we were placed 27/27. In a few months I will have been in this role for 4 years, we have worked exceptionally hard as a management team to work through the issues and the latest review placed us in the top 3rd. Unfortunately, many of our contracts have come to a natural conclusion over the last 12-18 months and at the end of Mar we will only have one remaining as the business is focussing growth in the FW side of the business. There is an ongoing project to novate that remaining contract in order to close FBH. This means that my role is no longer required after the end of May and the redundancy process had just been initiated at the time your recruiter reached out. So I am currently looking for a similar role, where I can make an impact in an aerospace company where I can make my home.