Applying the Theory of Constraints
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Applying the Theory of Constraints
In your Operations Management: Processes and Supply Chains text, read the “Constraints Management at Southwest Airlines” case study on page 206. Then respond to the case study’s questions 1 and 2 as your initial post for this discussion.
After reading Chapters 5 and 6 in your Operations Management: Processes and Supply Chains text, do Problem 13 on page 200. Comment on how this could help Southwest Airlines to improve gate turnaround times.
VIDEO CASE: Constraint Management at Southwest Airlines
What if you could take a commercial airline flight any time and anywhere you wanted to go? Just show up at the airport without the need to consider time schedules or layovers. Aside from the potentially cost-prohibitive nature of such travel, there are also constraints in the airline system that preclude this kind of operation. From the lobby check-in process through to boarding at the gate and processing plane turnaround, the process of operating the airline is filled with constraints that must be managed in order for them to be successful and profitable. Flight schedules are tightly orchestrated and controlled, departure and arrival gates at airports are limited, and individual aircraft have seating capacities in each section of the plane, to name a few.
Southwest Airlines is one company that has figured out how to manage its constraints and generate positive customer experiences in the process. No other airline can claim the same level of profitability and customer satisfaction Southwest regularly achieves. What is its secret?
Talk to any loyal Southwest customer and you will hear rave reviews about its low fares, great customer service, and lack of assigned seating that gives customers a chance to choose who they sit next to onboard. From an operations perspective, it is much more than what the customer sees. Behind the scenes, operations managers carefully manage and execute—3,400 times a day in over 60 cities in the United States—a process designed to manage all potential bottleneck areas.
Southwest’s famous rapid gate-turnaround of 25 minutes or less demonstrates how attention to the activities that ground operations must complete to clean, fuel, and prepare a plane for flight can become bottlenecks if not properly scheduled. In the terminal at the gate, passenger boarding also can be a bottleneck if the boarding process itself is not carefully managed. Since the individual mix of passengers presents a different set of issues with each flight that often are not evident until the passengers actually arrive at the gate, ranging from families with kids and strollers to large quantities of carry-on bags and passengers needing wheelchair assistance, operations managers must be ready for any and all situations to avoid a boarding bottleneck while also ensuring a pleasant and stress-free gate experience for all passengers.
Passengers boarding a Southwest Airlines flight.
In 2007, as part of the company’s continuous improvement activities, Southwest focused its attention on the passenger boarding process to determine whether there was a better way to board. Its existing process consisted of three groups, A, B, C, with no assigned seating. Depending on passenger check-in and arrival time, passengers were given a spot in a group. Those first to check-in received choice places in the A group. The last to check in ended up in the C group and usually had a choice of only middle seats in the back of the plane upon boarding. As passengers arrived at the gate, they queued up in their respective boarding group areas to await the boarding call.
Seven different alternate boarding scenarios were designed and tested. They included
RUBRIC
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