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MGT2012 Operation Management

tag 1 Download 3 Pages / 518 Words tag 24-11-2020
  • Course Code: MGT2012
  • University: University Of Glasgow
    icon is not sponsored or endorsed by this college or university

  • Country: United Kingdom


Lean Operations at Alaska Airlines 

Alaska Airlines operates in a mud of rugged beauty, crystal clear lakes, spectacular glaciers. majmic mountains. and bright blue ski.. But equally awesome is its operating performance. Alaska Airlines consistently provides the industry's number one orerall ranking and best on-time performance. A key ingredient of this excellent performance is Alaska Airlin.' Lean initiative.
With m aggressive implementation of Lean. Ben Minicucc,. Executive VP for Operations. is finding ovewinereasing levels of performance. fin pushes this initiative throughout the company with: lila focus on continuo. improvement, (2) metrics that measure performance against targets, and (5) making perfor-Mance relevant to Al.lia Airlines' empowered employees.
With leadership training that includes a strong focus on participative manag.nent. Minicucci has created a seven-person Lean Depaytmeal. The department provides extensive train• mg in Lean via one-week courses, participative workshops, and two-week classes Mat train employees to become a Si, Sigma Green Belt. Some employenn even pursue the next step, Black Bell certification.
A huge part ninny airlines operations is fuel cost. but capital °lineation and much of the remaining cost N dependent upon ground equipment and crews that handle aircraft turnaround and Maintenance. in-flight services, and customer service.
As John Ladner. Director of Seattle Airport Operations, has observed. Lean eliminates waste, exposes non-standard work, and is forcing a focus on variations in documented best practices and work  time.
" Lean is now pan of the Alaska Airlines “ornorate culture with 51,00 60 ongoing projects. Kailen events leaned "Accelerated Improvement Workshops" at Alaska Airlines). Ganba Walks (called -waste walks" by Alaska Airlines). and SS are row, pan of every-day coot ena lion al Alaska Airlin.. Lean projects have include.

Video Case

• Applying 5S to identify aircraft ground equipment and its location on the tarmac.
• Improving preparation for and synchronization of the ardval and departure sequences: time to open Mt front door after arrival has,. reduced from S.S to I min.
• Redefining the disconnect procedure for tow bars used to "push back- aircraft at departure time, planes now depart 2-2 minutes faster.
• Revising the deicing process, meaning I.s time for the plane to be on the tarmac.
• Improving pilot staffing, making Alaska's pilot productivity the highest in the industry. Every l'a. improvement in pro-ductivity leads to a S5 million savings on a recurring basis. Alaska Airlines bas achieved a 7% productivity improvement over the last five years. 

Part 3 Managing Operation

Another current Lean project W passenger unloading and loading. Lean instinct.. Allison Fletcher calls this -the most unique project I haw worked on.. One exciting aspect of deplanting is Alaska's solartpowered ,witchback- staircase for unloading. passengers through the rear door Dec photo). Alaska is saying two minutes, or nearly 17% off precious unloading time with this new process. Alaska Airlines' Lean culture has made it a leader in the Industry.

Discussion Questions

  1. What are the key ingredients of Lean, as identified at Alaska Airlines?
  2. As an initial phase of a kaizen mem, discuss the many ways passengers can be loaded and unloaded from airplanes
  3. Document the research that is being done on the aircraft passenger-loading problem.
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