Case Analysis Of Asiana Airlines Flight 214

Airbus was planning to introduce the A380 in direct competition to Boeing 747 to compete in the large aircraft sector. The rivalry between Airbus and Boeing was already intense. Boeing’s market share reduced from 70% in 1974 to 45% in 1990 while Airbus’s market share had increased from 1% to 34% during the same time (Exhibit 5). Encouraged by this increase in market share, Airbus was contemplating the introduction of A380. Development of new product line is extremely expensive in the Aircraft sector. Following is a quantitative analysis of the project to calculate the risks involved in introducing a new line of Aircrafts.

Suppliers generally have a moderate to high bargaining power within the industry due to the limited number of suppliers which forces aviation companies to choose from the number available and accordingly to accept their prices. In fact, fuel is the second highest cost for aviation companies. There are highly depended on supplier’s prices and the availability which indicates on a relatively high bargaining power of suppliers. In addition, there are high switching costs which are strongly in favor of the suppliers and means that the company experiences an increase in operating costs when switching to another supplier as flying another type of aircraft leads to additional costs (maintenance, training etc.).Aircrafts are vulnerable to delays due to the location of gate locations which leads to a decrease in utilization and therefore to an increase in costs.

For the engine cost, there is also a positive correlation thus; increase in this cost may also vary in the increase in average age of fleet per hour. However, on this cost, only 61% is determined in the regression equation. Like in the airframe cost, there will be additional 2.6 in cost for every hour of average age in thousands.

19 seconds before the mid-air the controller received a conflict alert alarm in the tower indicating a possible aircraft conflict. The controller subsequently ignored the alarm because he felt that since PSA flight 182 had acknowledged having the Cessna in sight and the controller felt that the aircrew of PSA flight 182 was meeting their requirement of visual separation, notification was not required in his opinion. The controller did try to notify the Cessna that PSA 182 had them in sight and that PSA 182 was eastbound at six o’ clock and descending. There was no response from the Cessna as they had already switched frequencies as was being controlled by Miramar TRACON for the ILS approach procedures. The Cessna was unaware of the PSA flight coming from behind as the Cessna could only monitor one frequency at a time, unlike PSA flight 182 which was being controlled by Lindbergh tower had capabilities of monitoring both Lindbergh tower and Miramar TRACON (Time).

Multiple factors were contributing to American Airlines fatal accident in 1999. To identify the factors and different issues with American Airlines Flight 1420 the SHELL model will be used. One of the major cause of this accident was a breakdown in Liveware-Software. Liveware-Software investigates procedures, manuals, checklists and standard operational procedures (ICAO SHELL Model, 2016).

|Flight 5390 was a British Airways flight between Birmingham International Airport in England and Málaga, Spain. On June 10, 1990 there |

This crash is considered to be the second deadliest aviation accident at the time in the US.

The research and analysis conducted in this project will show evidence of meeting the requirements of program outcome three by assessing the human factors and elements that are directly associated with the situation facing airlines – post 9/11.

This was a wise decision as landing in a tailwind is one of the most precarious situations a pilot can face, but the added workload of developing a new landing pattern from scratch added one more layer of stress and pressure to the issues that had been mounting since Dallas Ft. Worth. The alternate runway pattern added an additional ten minutes to the pilot’s 2 hour delay. The pilot workload exponentially increased as the aircraft entered in a new pattern and began to have great difficulty establishing a visual fix on the airport. When asked if the aircraft was going to shoot an ILS approach or continue on visual the captain elected to remain on a visual approach. Afterward it can be guessed that Captain Buschman didn’t expect the storm to intensify even further as he neared the field. The aircrew lost sight of the field as the storm worsened and was given approach vectors by ATC. The flight deck voice recorder indicated there was confusion between the pilots and there was a disparity between what one pilot was observing as opposed to the other. (NTSB 2001) As the aircraft finally was lined up final approach the runway visibility dropped to less than 1 mile with a runway visual range of 3000 feet. The crew had a brief disagreement on whether to continue the landing and elected to attempt it. On approach wind were gusting at 45 knots. (NTSB

The above mentioned airplane was a planned commercial passenger flight that took off from LaGuardia Airport, New York destined for Charlotte Douglas Airport in North Carolina on January 15, 2009. Six minutes after takeoff, the airplane was successfully abandoned in Hudson River after striking multiple birds during its initial climb out. The crew reported by radio two minutes after takeoff at an altitude of 3,200 feet, the Airbus experienced multiple bird strikes. The result of this multiple bird strikes, which occurred in northeast of George Washington Bridge was compressor stalls as well as loss of thrust in both engines. The Airbus was ditched in Hudson River after the aircrew

The airline industry can be considered an imperfect oligopoly. There are several large carriers that dominate long distance flights, and many small carriers that compete for short distance flights. Competition is fierce, and the return for most carriers is very low. Some airlines are trying to differentiate themselves, like JetBlue for example, by offering superior services at low prices. Other low cost airlines, like Southwest, offer low costs with no frills. Most airlines offer a frequent flyer programs in order to develop brand loyalty. In recent years there has also been several alliances formed between airlines. These alliances enable

The science of human factors in aviation has a come along way since the days of the Wright brothers in 1913 but it did not actually start with them. According to Dr. Bill Johnson, Chief Scientist at the Federal Aviation Administration, human factors “dates back to the 1600s when Leonardo da Vinci drew the Vitruvian Man, with all the anthropometric measures, [when] he was trying to decide if a human was strong enough to propel an aircraft” (FAA, 2012). Long after the work of da Vinci, human factors has brought advancements to aircraft design while creating a greater understanding of the human role in mishaps.

In the middle of 1990’s, Boeing began its plan of acquisitions and in 1996 it paid $3.2 billion for the aerospace and defense holdings of Rockwell International which was responsible for the Space shuttle and International Space Station programs, as well as activities in launch systems, rocket engines, missiles, satellites and military airplanes. Furthermore, in 1997 Boeing completed a $14 billion acquisition of McDonnell Douglas which was the world’s number three maker of commercial aircraft. The acquisition

This assignment will be discuss, analyse and critical evaluate on the incident of aircraft Boeing 737-400 with flight registration number G-OBMM near Daventry on 23 February 1995. This assignment will be base on the report of Air Accident Investigation Branch (AAIB), Department of Transport with report number 3/96 (EW/C95/2/3). This aircraft incident has been choose because of the report provided by AAIB was clear with the sequences of incident, information of the aircraft operator and the Authority, complete with clear finding and factors that lead to incident also provide with 15 safety recommendations to prevent this type of incident occur again in the future.

The purpose of this paper is to evaluate the business strategy of JetBlue Airways. JetBlue was founded by David Neeleman in 2000 and quickly became one of the largest discount airlines in the United States. It was started in the east coast primarily and expanded throughout the country and entered the international market soon after that. JetBlue received the “#1 Airline Brand” rating10 even while keeping its advertising costs significantly lower than Southwest Airlines. Jet Blue’s talent in formulating and executing effective strategies has enabled the company to rapidly grow in the domestic and international market base.