SOUTHWEST AIRLINES GROUP-4, SECTION-A SANDEEP SHIVHARE, SAURABH AGARWAL, ASHWAJEET, ASHWINI KUMAR

Agenda

Southwests journey to north Flight Turnaround of SWA Flight turnaround at Baltimore Roles and responsibilities in turnaround process Evaluation of turnaround process Performance erosion at Baltimore

Recommendations for Matt Haffner

Southwests journey to North

Operational Practices

Effective utilization of PTP against common industry practice of HAS Reduced Turn-Around time Uniformity in fleet employed- Boeing 737-200 and 700

Use of congestion free airports- Less turn-around time, lesser ground handling charges, avoid disruption free flights
No frills flight- No meals, Single open class so reduced software and hardware cost

Open seating system led customers to board the planes quickly further reducing boarding time
Youngest average fleet range Higher number of supervisor as compared to industry standards

Southwests Journey to North continued..

HR Practices

Focussed HR practices- Focus on recruitment keeping attitude, teamwork and service orientation Internal-External customer focus-aimed to improve co-ordination among 12 department Decision making was promoted and decentralized Genuine mistakes were allowed in order to promote decision making culture Family was involved in order to bring in the family culture

Flight Turnaround of Southwest Airlines

7:55 Ground crew chat around gate position 8:03:30 Ground crew move to their vehicles 8:04 crew moves towards gate 8:06:30 Baggage unloaded, refueling

8:15 Jet way retracts

8:10 Boarding complete. ground crew leaves

8:08 Boarding call ,baggage loading, refueling complete

8:07 Passenger off plane

8:15:30 Pushback from backs

disengages plane leaves for runway

8:18 Pushback

Flight turnaround at Baltimore

Single ops agent assigned and empowered for coordinating flight turnaround process Ops coordinator, responsible for communicating with ops agents OTIS system - Track all the information about air-borne flights Updates information on Southwests operations, weather details and flight delay Assistance in quick and efficient baggage handling

Roles & Responsibilities in turnaround

Ops Coordinators and Ramp supervisor - air borne flight details, Announcer - baggage handling , fuel filling

Agents - Ops agent, Bin agent, Lead agents Drivers

-Lav driver, Local driver, Transfer driver

Fueler- To fuel the flight

Evaluation of the plane turnaround process at Baltimore

Process Followed
Resource Utilization Capacity

Evaluation
Fuel cost minimization Assistance in quick and efficient baggage handling It is the highest among all and needs to be improve on. It is a problem and need to be improve on Track all the information about air-borne flights Updates information on Southwests operations, weather details and flight delay it provides quick response to make the decision at the time of delay

Fuel Cost Rationalization Baggage handling Jet way retraction time 5 min

Bottleneck

Inexperienced staff

Information Flow

OTIS system

Decentralization of decision making

Ops coordinator

Performance erosion at Baltimore

Staffing problems

Retention was becoming difficult Lack of experience

Long working hours

Capacity utilization

Baggage Gate utilization

Volume of connecting flights

Managing connecting passengers

What Matt Haffner should do?

Job rotation after attaining sufficient expertise in one area Staffing levels should be increased by bringing in experienced professional

Increasing minimum connecting time to 45 minutes.

A mix of experienced and less experienced employees should be deployed instead of less experienced employees at nights Expertise transfer by posting seasoned players with new employees Demanding more infrastructure support from BWI authorities

THANK YOU