SWA IN BALTIMORE
Group 2 Section B
1. AKANSH VARSHNEY 18PGP012
2. A SAI TEJA 18PGP014
3.K CHANAKYA CHOWDARY 18PGP072
4.K MANI PRATEEP 18PGP073
5.MACHA KRANTI KUMAR 18PGP086
6.MALLEMPATI DHEERAJ 18PGP090
INTRODUCTION
• Founded in 1967 by Herb Keheller and Rollin King
• Commitment to be the most inexpensive fares and most frequent flights
• Followed ‘Hub-and-spoke’ model and used less congested airports with easy access to large metropolitan areas
• Focused on minimizing the turn around time –non-revenue producing time
• Southwest used only one platform – Boeing 737 to minimize operating costs and training requirements
• Southwest offered open, single class seating to create efficiencies
• Southwest placed huge emphasis on supervisors and considered them most important leaders in the company
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2. EVALUATE THE PLANE TURNAROUND PROCESS AT BALTIMORE- RESOURCE UTILIZATION,
CAPACITY, BOTTLENECKS, INFORMATION FLOWS, ETC. HOW IS THE PROCESS WORKING?
Southwest decentralized the coordination process and empowered the employees on site to take decision
Resource Utilization
SOD (supervisors on duty), ops coordinator, ops supervisors, ops agents are the key resources
Use of internally developed OTIS (Operations Terminal Information System) and FIDS (Flight Information Display System) helps in tracking
flight info
Operation agents are responsible for flight turnaround coordination
Ops agent coordinated with 12 functional groups and controlled all aspects of turnaround
1 ops agent – 1 flight, resulted because of high staffing levels. Helps to dedicate complete focus
Capacity: Regular turnaround time 30 minutes, Emergency turn around time 15 minutes (sometimes even less)
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2. EVALUATE THE PLANE TURNAROUND PROCESS AT BALTIMORE- RESOURCE UTILIZATION,
CAPACITY, BOTTLENECKS, INFORMATION FLOWS, ETC. HOW IS THE PROCESS WORKING?
(CONT.)
Bottlenecks:
Flight delays usually squeeze the time for turnaround and since the percent of transfers are high in Baltimore one flight affects one or more
Avg tenure of employees in Baltimore is less, 27 months, compared to 75 months for southwest as whole which affected their ability to
respond quickly
“hot passengers” need to directed to their connecting gates with urgency
“hot bags” need to be expedited to the departure gates for this to happen they have to be loaded properly by upstream agents
Bag sorting area and “gates” have reached their capacity in 2001 and addition of 7 more flights will lead to bottlenecks.
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3. WHAT IS THE OPERATIONAL PERFORMANCE AT BALTIMORE ERODING?
WHAT ISSUES DO YOU IDENTIFY THAT REQUIRE ACTION?
Several challenges are being faced by Southwest Airlines
• Operational Challenge: Employees have authority to hold flight, which can result in holding next flights
• Facility Constraint: Bag sorting area is fully utilized, this can be bottle neck in the process
• Employee shortage: Lack of qualified and experienced employees. Overtime can result in high attrition
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THANK YOU
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