Rollin King and Herb Kelleher started Southwest Airlines in 1971 with this idea: if they could take airline passengers where they want to go, on time, at the lowest possible price, and have a good time while doing it, people would love to fly their airline. The result? No other airline in the industry's history has enjoyed the customer loyalty and extended profitability for which Southwest is now famous. The company now flies more than 3,400 times each day to over 64 destinations across the United States

There's more to the story, however, than making promises and hoping to fulfill them. A large part of Southwest Airlines' success lies in its ability to plan long-term capacity to better match demand, as also improving the utilization of its fleet by turning around an aircraft at the gate faster than its competitors. Capacity at Southwest is measured in seat miles, and even a single minute reduction in aircraft turnaround time system wide means addi tional seat-miles being added to the available capacity of Southwest Airlines as soon as an aircraft calls "in range" at one of Southwest's airport locations, called a station, the local operations manager notifies the ground operations team so that they can start mobilizing all the parties involved in servicing the aircraft in preparation for its next departure. The grounds operations team consists of a baggage transfer driver who has responsibility forgetting connecting flight bags to their proper planes, a local baggage driver who moves bags to baggage claim for passenger pick-up, a lavatory truck driver who handles restroom receptacle drainage, a lead gate agent to handle baggage carts and track incoming and outgoing bag counts, and a bin agent to manage baggage and cargo inside the plane. The ground operations team knows it must turn the plane around in 25 minutes or less. The clock starts when the pilot sets the wheel brakes.

Inbound and outbound flights are coordinated by the supervisors be tween Southwest's 64 airport stations through the company's Operations Terminal Information System (OTIS). Each local supervisor is able to keep track of their flights and manage any delays or problems that may have crept into the system by keeping in touch with headquarters in Dallas for system wide issues that may impact a local station, along with using the OTIS infor mation coming from stations sending flights their way.

Just what, exactly, does it take to turn around an aircraft? In-bound flight 3155 from Phoenix to Dallas' Love Field is a good example. In Phoenix, the operations coordinators and ground operations team push back the plane as scheduled at 9:50 A.M. The flight is scheduled to arrive at 3:35 P.M. in Dallas. The Phoenix team enters into OTIS the information the ground operations team will need in Dallas, such as wheelchairs, gate-checked baggage, cargo bin locator data, and other data needed to close out the flight on their end. This action lets the Dallas station know what to expect when the plane lands.

In Dallas, the local ground operations coordinators have been monitor ing all 110 inbound flights and now see Phoenix flight 3155 in the system, scheduled for an on-time arrival. When the pilot calls "in-range" as it nears Dallas, the ground crew prepares for action.

As the plane is guided to its "stop mark" at the gate, the lead agent waits for the captain's signal that the engines have been turned off and brakes set. Within just 10 seconds, the provisioning truck pulls up to open the back door for restock ing supplies such as drinks and snacks. The waiting fuel truck extends its hose to the underwing connection, and in less than 2 minutes, picks up refueling instruc tions and starts to load fuel. As soon as the aircraft is in position, the operations team steers the jetway into position and locks it against the aircraft. The door is opened, the in-flight crew is greeted, and passengers start to deplane.

Outside, less than 40 seconds after engine shutdown, baggage is roll ing off the plane and gets placed onto the first cart. Any transfer bags get sent to their next destination, and gate-checked bags are delivered to the top of the jetway stairs for passenger pick-up.

While passengers make their way out of the plane, the in-flight crew helps clean up and prepare the cabin for the next flight. If all goes well, the last pas senger will leave the plane after only 8 minutes. By this time, passengers waiting to board have already lined up in their designated positions for boarding. The gate agent confirms that the plane is ready for passenger boarding, and calls for the first group to turn in their boarding passes and file down the jetway.

What are the significant findings/ key matters of Southwest Airlines?

Question

Rollin King and Herb Kelleher started Southwest Airlines in 1971 with this idea: if they could take airline passengers where they want to go, on time, at the lowest possible price, and have a good time while doing it, people would love to fly their airline. The result? No other airline in the industry's history has enjoyed the customer loyalty and extended profitability for which Southwest is now famous. The company now flies more than 3,400 times each day to over 64 destinations across the United States

There's more to the story, however, than making promises and hoping to fulfill them. A large part of Southwest Airlines' success lies in its ability to plan long-term capacity to better match demand, as also improving the utilization of its fleet by turning around an aircraft at the gate faster than its competitors. Capacity at Southwest is measured in seat miles, and even a single minute reduction in aircraft turnaround time system wide means addi tional seat-miles being added to the available capacity of Southwest Airlines as soon as an aircraft calls "in range" at one of Southwest's airport locations, called a station, the local operations manager notifies the ground operations team so that they can start mobilizing all the parties involved in servicing the aircraft in preparation for its next departure. The grounds operations team consists of a baggage transfer driver who has responsibility forgetting connecting flight bags to their proper planes, a local baggage driver who moves bags to baggage claim for passenger pick-up, a lavatory truck driver who handles restroom receptacle drainage, a lead gate agent to handle baggage carts and track incoming and outgoing bag counts, and a bin agent to manage baggage and cargo inside the plane. The ground operations team knows it must turn the plane around in 25 minutes or less. The clock starts when the pilot sets the wheel brakes.

Inbound and outbound flights are coordinated by the supervisors be tween Southwest's 64 airport stations through the company's Operations Terminal Information System (OTIS). Each local supervisor is able to keep track of their flights and manage any delays or problems that may have crept into the system by keeping in touch with headquarters in Dallas for system wide issues that may impact a local station, along with using the OTIS infor mation coming from stations sending flights their way.

Just what, exactly, does it take to turn around an aircraft? In-bound flight 3155 from Phoenix to Dallas' Love Field is a good example. In Phoenix, the operations coordinators and ground operations team push back the plane as scheduled at 9:50 A.M. The flight is scheduled to arrive at 3:35 P.M. in Dallas. The Phoenix team enters into OTIS the information the ground operations team will need in Dallas, such as wheelchairs, gate-checked baggage, cargo bin locator data, and other data needed to close out the flight on their end. This action lets the Dallas station know what to expect when the plane lands.

In Dallas, the local ground operations coordinators have been monitor ing all 110 inbound flights and now see Phoenix flight 3155 in the system, scheduled for an on-time arrival. When the pilot calls "in-range" as it nears Dallas, the ground crew prepares for action.

As the plane is guided to its "stop mark" at the gate, the lead agent waits for the captain's signal that the engines have been turned off and brakes set. Within just 10 seconds, the provisioning truck pulls up to open the back door for restock ing supplies such as drinks and snacks. The waiting fuel truck extends its hose to the underwing connection, and in less than 2 minutes, picks up refueling instruc tions and starts to load fuel. As soon as the aircraft is in position, the operations team steers the jetway into position and locks it against the aircraft. The door is opened, the in-flight crew is greeted, and passengers start to deplane.

Outside, less than 40 seconds after engine shutdown, baggage is roll ing off the plane and gets placed onto the first cart. Any transfer bags get sent to their next destination, and gate-checked bags are delivered to the top of the jetway stairs for passenger pick-up.

While passengers make their way out of the plane, the in-flight crew helps clean up and prepare the cabin for the next flight. If all goes well, the last pas senger will leave the plane after only 8 minutes. By this time, passengers waiting to board have already lined up in their designated positions for boarding. The gate agent confirms that the plane is ready for passenger boarding, and calls for the first group to turn in their boarding passes and file down the jetway.

What are the significant findings/ key matters of Southwest Airlines?

Accepted Answer

Every business takes a position in the market which customers remember it from. For example of…