Southwest Airlines faced a problem of under-staffing, which adversely affected its operations as compared to rival companies. Stabilizing staff was the primary process to curb overworking of employees; for instance, out of 500 required employees, 321 were available. This calamity prompted available personnel to work more hours, and this accrued demoralization, and boredom in service delivery. Suggestions from employees were also heeded to make work easier in the company; for instance, an agent suggested a sitting arrangement in the gate that would make traffic flow efficiently—the adaptation of this suggestion improved the turnaround process. To improve flight turnaround time, Southwest Airlines ensured there were different gates for flights taking off and landing to reduce congestion and complication. Moreover, baggage transfer may be improved through acquiring large cargo transporting machines and hiring much-qualified staff to attend to baggage during offloading and loading of flights.
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Southwest Airlines are different from other planes in that they have a wide array of benefits to workers who attend to planes before take-off. Rival companies use little time on the ground, thus reducing costs and physical stress. Nonetheless, companies that practiced the “hub and spoke” system use more time serving companies because of the short distances between towns. Southwest Airlines need to have planes that serve neighboring towns to increase trips. Moreover, it should reduce its fares relatively lower than rival companies, for instance, United States Airlines.
Human resources play an instrumental role in protracting operations of Southwest Airlines. Different departments ranging from ramp agents to baggage handlers need qualified staff that should be readily available during take-off and landing. At first, the shortage of staff led to the delay of flights and overworking of the employees. Recruitment of new personnel fast-tracked process of service delivery leading to the realization of profits and the company won the “Triple Crown” award. Concisely, an increased number of staff led to delays, mishandled bags, and fewer complaints. Moreover, it should reduce its fares relatively lower than rival companies, for instance, United States Airlines.
Barilla SpA (A)
In exhibition 12, distributor’s order patterns differed day-to-day due to market demands, and inventory levels in their enterprises. Distributors’ sales volume dictates whether the stock would be finished on time or not thereby, affecting their ordering time. Delivery times of Barilla SpA (A) also affect distributors’ forecasting, for example, distributors orders stock every Tuesday but Barilla SpA (A) delivers the goods from Wednesday to Tuesday. It is, therefore, tedious to gauge the amount of stock that should be on the shelves before the next delivery arrives. Natural calamities, customer tastes, and preferences, and stock turnover cause fluctuation order quantities in Barilla SpA (A).
Brando Vitale’s JITD proposal geared towards knowing the main channels of distribution that Barilla SpA (A) products pass through specifically, small independent shops and supermarkets. This reduced losses that occurred when excess goods were manufactured, and not purchased. Moreover, it reduced the transport costs because products were transported to the main warehouse and distributed to the supplies. The payment was also made easier because distributors used electronic payment and order systems; therefore, increasing efficiency. Barilla SpA (A) could gauge its market segment, and forecast on its future operations. This proposal should, therefore, deal with clients in terms of first-come-first-serve to avoid favors and discouraging potential distributors. Products should be manufactured according to the demand to avoid waste and losses.
Human resources cared for the needs of employees by solving disputes that arise during work. Supervisors represented the managers in bolstering healthy relationships among employees, and this increased the yield of the company because employees were happy for freedom given while on duty. Airlines processes are the most sensitive activities indulged by workers in South West Airlines. Landing and take-off are expected to take the utmost 15 minutes; therefore, prompting workers to do their duty immediately flight arrives, for instance, loaders, cleaners, and service engineers. Hub versus modes is the best way the company can amass funds by slightly changing its flight patterns to small cities like Manchester. Hub mode ensures that flights carry full customers to different cities.
Barilla was trying to control stock to customers’ premises, but this interfered with their confidentiality and customer service delivery. Stocking of goods in warehouses discouraged potential customers when stock is not delivered in time. Barilla, however, should only deliver goods to customers at market price but not engage in knowing prices they advance to their respective customers. Delay in the supply of goods makes the businesses undergo unwarranted losses, and this makes it hard to order products since supply is protracted from Tuesday to Wednesday.
Just In Time Distribution makes it easier for Barilla to manage high demands for products that retailers need. Further, this distribution channel reduces the chances of fraudulence since a company may cut supply to a competitor, thus winning back their customers. Nonetheless, the distribution of products in time provides on-time service delivery to minimize costs incurred by retailers, which ultimately downsizes their profit margins.