SWA can measure cognitive content and utilization by the turn about time at the gate. When others take much than 30 minutes, SWA can turn the aircrafts closely in less than 25 minutes. According to SWA, planes not in the air dont produce revenue. The turn around time is similar to Krajewskis wait line clay sculpture for capacity planning. The model suggests multiplication vary from one rural area to the next. Southwest can use the information to choose the most follow effective capacity, balancing customer service and the cost of adding capacity. (Krajewski, et al., 2010).
Bob Jordan, VP of Strategy and Planning stated, that the metrics to monitor capacity and utilization would be the number of aircrafts in the fleet, the number of aircrafts in production, the percentage of flights in the air, the available seat miles, and the available rider seat miles (open seats) on the flights.
2. Which factors can adversely impact turn-around times at SWA?
There are several factors that can be active the turnaround times at SWA. First, there are patently weather hold ups.
Seasonal weather such as coke storms, blizzards, hurricanes, sleet, freezing rain and even fog can delay a plane from leaving or arriving at its schedule time. Another factor stems from the customer experience and their familiarity with the policy and procedures at SWA. There is also the size and number of carry on infrastructures. If the bag is larger than the required size, the bag has to now be checked in at the gate. If there are more than two bags, then space in the overhead compartments need up and passengers struggle to find a place for the bag instead of getting to their seat. There could also be a learning curve with the SWA employees on the accomplishes for boarding passengers. While the process is standardized, new hires can slow the process. Finally, should a bag be improperly routed, the transfer and local drivers lose...If you want to get a full essay, order it on our website: Ordercustompaper.com
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