My Statement of Purpose Transitioning from Production...

Transitioning from Production Engineering to Industrial Engineering Introduction My greatest achievements, continual passion for learning, and drive to excel in educational pursuits are all predicated on a fascination with engineering. From a very young age, I have been fascinated with how devices work, and as I learned more about how engineering is a disruptive force in many industries, I knew this had to be my profession. My passionate pursuit of expertise in this field led me to pursue an undergraduate degree in production engineering. Growth in Engineering Years Within the next few months, I will be completing my Bachelors of Engineering in Production Engineering from the Dwarkadas J.Sanghvi College of Engineering in Mumbai. Throughout these years I have completely committed myself to excelling in the attainment of my educational goals, fueled by a passion to excel in engineering specifically. Of the many courses taken during my undergraduate program, Production and Operational Management was a pivot, transformational one. This course became my passion and I quickly read and captured as much information and intelligence I possibly could. As I gained greater insight into industrial engineering in this course, I could see how the core concepts of production engineering contributed to its best practices. The foundational elements of industrial engineering could be more effective with production engineering. I began to plan research projects and device potentialShow MoreRelatedCessna Garmin Essay7544 Words   |  31 PagesGenesis 9 A New Strategy and a New Structure 11 The Polaris Project 12 Project Team Structure 15 Project Management Tools and Processes 17 Project Performance 19 Reflections on the Project 26 Looking Forward 30 Exhibit 1 Genesis Financial Statements 31 Exhibit 2 Phase-gate Model 32 Exhibit 3 Project Execution Strategy Matrix (PESM) 37 Exhibit 4 Project Management Tools 40 Exhibit 4 Project Management Tools (continued) 41 Exhibit 5 Organisational Chart of the Project 42 Exhibit 6 PolarisRead MoreProject Managment Case Studies214937 Words   |  860 Pagesbest efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. 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Case Analysis Gorilla Health Bars - 1001 Words

INTRODUCTION Gorilla health Bars is a food producing company situated in Victoria, Australia. It commonly produce health based snakes bars by fruit, oats, and nuts. It started its business in 2011, with old two stored building.in recent times they started to make a bit of profit and expend there business by focusing on corporate social responsibility. Defining PROBLEMS Firstly, GHB using an old building. This was built in 1960. It constructed with corrugated iron as well. So it’s become so hot in summer and too cold in winter. Secondly, it’s having water consumption problem. It’s increasing rapidly in the last two years. In the end it increases product manufacture ring costs. So it s a great threat for this company. Thirdly, the supply chain management of GHB is not good enough. It saw that, GHB collets there raw materials from Darwin, Australia. So their cost lots of money to collect those materials causes it’s so far from Victoria. To figure out the facing problems of Gorilla Health Bars and find the best solution is the main of this report. Hence finding more sustainable way to gain more profit and expend there business on focusing on CSR is also an aim of this report. The main view point of the report is to make Gorilla Health Bars more sustainable and economically proficient. In this report, facing three problems which are electricity bills, water consumption and transportation cost of GBH would discuss and solution would given. FINDING AND DISCUSSIONShow MoreRelatedCorporate Sustainability Focus Of Gorilla Health Bars1926 Words   |  8 Pagessustainability focus of Gorilla Health Bars Pty Ltd. Additionally, it will make recommendations for future actions based on the analysis. The information is propounded on the basis of information from a range of data and information sources namely; academic journals, digital sources, books and company reports. The findings reveal that, Gorilla Health Bars has effectively taken a step towards adopting corporate strategies for sustainability focus in the competitive market of snack bars. However, as muchRead MoreIphone Marketing Plan3757 Words   |  16 Pagesof professionals, students, corporate users, entrepreneurs, and health care workers. Currently, the market for high-end phones like the Apple iPhone is small. Few people want Internet, video, and PDA features in one device because of the high price. The smart phone market is still relatively small compared with ge neral phone market. The market will rapidly increase in coming years due to lower prices and greater power. SWOT Analysis Strengths Innovative – The iPhone has an innovative touchRead MoreIphone Marketing Plan Market Analysis3888 Words   |  16 Pagesprofess ionals, students, corporate users, entrepreneurs, and health care workers. Curre ntly, the market for high-end phones like the Apple iPhone is small. Few people want Internet, video, and PDA features in one device because of the high price. The smart phone market is still relatively small compared with general phone mar ket. The market will rapidly increase in coming years due to lower prices and gr eater power. SWOT Analysis Strengths Innovative – The iPhone has an innovative touch screenRead MoreAccounting: Fraud and Problem-based Learning Case18144 Words   |  73 PagesISSUES IN ACCOUNTING EDUCATION Vol. 18, No. 2 May 2003 pp. 137à ±173 The Tallahassee BeanCounters: A Problem-Based Learning Case in Forensic Auditing Cindy Durtschi ABSTRACT: You are auditing the books of the Tallahassee BeanCounters (TBC), a minor league baseball team in Tallahassee, Florida. During your audit the teamà ­s owner, Franklin Kennedy, approaches you and offers an additional fee if you will quietly investigate the possibility of fraud within the firm. 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Belief, Pain and Healing Free Essays

Pain is a complex concept. No single perspective can fully encapsulate or explain how pain is generated, perceived and healed or taken away. Though one would usually think of a wound or sickness with the issue of pain, pain does not simply take into consideration the body, its parts and processes. We will write a custom essay sample on Belief, Pain and Healing or any similar topic only for you Order Now Anyone would be familiar with phrases like â€Å"mind over body† and like phrases which take more than the isolated view on pain. As an attempt to explain pain, Ronald Melzack and P. D. Wall proposed the gate control theory which aims to explain the perception of pain in the psychological sense. Malzack and Wall developed the gate control theory which hypothesized that â€Å"there are special nerves that carry intense sensation to the spinal column† (Friedman, 2002, p. 91). However, these sensations do not simply travel directly to the brain as there is a â€Å"gate† controlled by signals from the brain. Hence, thoughts and feelings have an effect on pain perception. Another concept that plays upon the phrase â€Å"mind over body† is that of the Hawthorne effect. The Hawthorne effect occurs when attention influences a certain situation regardless of other factors (Friedman, 2002, p. 85). This concept is important for doctor-patient interaction because despite few and ineffective forms of treatment, a patient may experience positive effects when an attending physician caters to him or her. Finally, there is the placebo effect. Shapiro defines a placebo as â€Å"any therapy that is without specific activity for the condition being treated† (as cited in Friedman, 2002, p. 85). A placebo’s effects may either be psychological or psychophysiological. Placebos work upon an assumed or believed effect on one’s physical state by the said placebo to condition the mind of the individual taking it. Reference: †¢ Friedman, H. (2002). Health Psychology. Chapter 4: Belief, Pain and Healing (p. 85, 91) Upper Saddle River, NJ: Pearson Education How to cite Belief, Pain and Healing, Papers

Museum Guided Exhibition

Question: Discuss the Vision, Scope and Outcomes of museum guided exhibition? Answer: Overview Tablets and smart phones have become popular enough. The use of tablets and smart phones are growing very rapidly. Those are mobile and can work like computers. The museum authority has selected tablets for offering a multimedia based support for the visitors of the exhibitions. They will provide a tablet to each visitor. The tablet will be programmed for delivering some predefined services to the visitors. For example, the tablet will work like a guide through the exhibition. It will provide image and textual descriptions for each items of an exhibition. If needed then it will provide audio or video based support also. The tablet will guide a visitor by showing paths or let the user choose his/ her own path. Other than the exhibition items, the tablet will help to locate foods centers, toilets etc. There will be multi language support for the tablet interface. (Galitz, 2009) The project is focused on designing suitable interface for the tablets that are supposed to accompany visitors of an exhibition. Vision The project is aimed to provide an information technology based solutions to the visitors of an exhibition. The visitors will not need any guide through the exhibition. They can enjoy an exhibition by their own. The museum authority will no longer need to set up information kiosk at different places in an exhibition. There will be support for visitors with different language and the interface will be easy to use so that people from all age group can use the interface. People from every age and language are supposed to enjoy the exhibitions at their own pace. The project will help them to do so. Scope The project is on designing the tablet interfaces only. Thus interface usability is the main scope of the project. The technical details and technical performances of the tablets are out of scope of this project. Outcomes The outcome of the project will be layouts of interface designs for interactions with the tablet for different purposes. Key assumptions Key assumptions of this project are following, It is assumed that people have minimum experience in handling a tablet or working with touch interfaces. The tablets will be used for the museum exhibitions only. No other facilities will be available on the tablets. For example people will not be able to make call or browse web from the tablet. Cost is not a prime consideration for the tablets. It is assumed that every single visitor will have access to one tablet provided by the museum authority. (Wood, 2014) There will be enough security at the exhibitions so visitors can not steal a tablet. Accessibility is an important factor. There may be physically challenged people, the interfaces will have different sets of accessibility options to provide support to such visitors. But there will be not enough support for the blind people. However, if they want they can hear the audio transcripts of the descriptions of the items etc. Objectives, Outputs and Targets The objectives of the museum authority is cutting down operational cost yet providing the visitors an enriching experience of visiting the exhibitions. The initial cost of setting up the infrastructure for tablet based guidance to the visitors will be higher but the maintenance and operation cost will be lower over time. The target is to attract more visitors and making profit from the exhibitions. Success Criteria The success criteria at this stage are the following, (Banga Weinhold, 2014) Easy to use interface Accessibility options Enough help and support options. Effective interface designs. Usability should be better enough. References Allen, J., Chudley, J. (2012). Smashing UX Design. John Wiley Sons. Banga, C., Weinhold, J. (2014). Essential Mobile Interaction Design. Addison-Wesley Professional. Galitz. (2009). The Essential Guide To User Interface Design. John Wiley Sons. Wood, D. (2014). Basics Interactive Design: Interface Design. Bloomsbury Publishing.

Museum Guided Exhibition

Question: Discuss the Vision, Scope and Outcomes of museum guided exhibition? Answer: Overview Tablets and smart phones have become popular enough. The use of tablets and smart phones are growing very rapidly. Those are mobile and can work like computers. The museum authority has selected tablets for offering a multimedia based support for the visitors of the exhibitions. They will provide a tablet to each visitor. The tablet will be programmed for delivering some predefined services to the visitors. For example, the tablet will work like a guide through the exhibition. It will provide image and textual descriptions for each items of an exhibition. If needed then it will provide audio or video based support also. The tablet will guide a visitor by showing paths or let the user choose his/ her own path. Other than the exhibition items, the tablet will help to locate foods centers, toilets etc. There will be multi language support for the tablet interface. (Galitz, 2009) The project is focused on designing suitable interface for the tablets that are supposed to accompany visitors of an exhibition. Vision The project is aimed to provide an information technology based solutions to the visitors of an exhibition. The visitors will not need any guide through the exhibition. They can enjoy an exhibition by their own. The museum authority will no longer need to set up information kiosk at different places in an exhibition. There will be support for visitors with different language and the interface will be easy to use so that people from all age group can use the interface. People from every age and language are supposed to enjoy the exhibitions at their own pace. The project will help them to do so. Scope The project is on designing the tablet interfaces only. Thus interface usability is the main scope of the project. The technical details and technical performances of the tablets are out of scope of this project. Outcomes The outcome of the project will be layouts of interface designs for interactions with the tablet for different purposes. Key assumptions Key assumptions of this project are following, It is assumed that people have minimum experience in handling a tablet or working with touch interfaces. The tablets will be used for the museum exhibitions only. No other facilities will be available on the tablets. For example people will not be able to make call or browse web from the tablet. Cost is not a prime consideration for the tablets. It is assumed that every single visitor will have access to one tablet provided by the museum authority. (Wood, 2014) There will be enough security at the exhibitions so visitors can not steal a tablet. Accessibility is an important factor. There may be physically challenged people, the interfaces will have different sets of accessibility options to provide support to such visitors. But there will be not enough support for the blind people. However, if they want they can hear the audio transcripts of the descriptions of the items etc. Objectives, Outputs and Targets The objectives of the museum authority is cutting down operational cost yet providing the visitors an enriching experience of visiting the exhibitions. The initial cost of setting up the infrastructure for tablet based guidance to the visitors will be higher but the maintenance and operation cost will be lower over time. The target is to attract more visitors and making profit from the exhibitions. Success Criteria The success criteria at this stage are the following, (Banga Weinhold, 2014) Easy to use interface Accessibility options Enough help and support options. Effective interface designs. Usability should be better enough. References Allen, J., Chudley, J. (2012). Smashing UX Design. John Wiley Sons. Banga, C., Weinhold, J. (2014). Essential Mobile Interaction Design. Addison-Wesley Professional. Galitz. (2009). The Essential Guide To User Interface Design. John Wiley Sons. Wood, D. (2014). Basics Interactive Design: Interface Design. Bloomsbury Publishing.

Southwest Airlines Case Analysis Essay Example

Southwest Airlines Case Analysis Paper Southwest History 1966: Rollin King marched into Herb Kelleher’s law office with a plan to start a low-cost/low-fare airline that would shuttle passengers between San Antonio, Dallas, and Houston. Thought of this idea because businessmen were complaining about the commute. 1967: Kelleher filed papers to incorporate the new airline and submitted an application to the Texas Aeronautics Commission for the new company to serve Dallas, Houston, and San Antonio. 4 year legal and regulatory battle from rival airlines 1971 (January): Lamar Muse brought in as the CEO to get operations under way. Boeing supplied three new 737s, discounted price by $1 million (5gt;4) and financed 90% of the $12 million deal. 1971 (June): Southwest initiated its first flights with a schedule that soon included 6 round-trips between Dallas and San Antonio and 12 round-trips between Houston and Dallas. Disappointing results despite only $20 fare compared to rivals $27-28. Their funds stretched thin and they were putting fuel on Muse’s credit card. Employee morale was high. 1971 (November): Muse came up with idea to offer $10 fare to passengers on the Friday-night Houstongt;Dallas flight. The flight sold-out without advertising. Muse came up with a two-tier on-peak and off-peak pricing structure. BEGINNING OF THE NO-LAYOFF POLICY, they have never laid off or furloughed any employees. 1972: Moved flights in Houston from the newly opened Houston Intercontinental Airport to the abandoned Houston Hobby Airport (for money and location reasons). 1973: Reported its first-ever annual profit in 1973. Introduced a profit-sharing plan for senior employees (first in the airline industry) -Rest of the 1970s consisted of legal battles- 1977: Listed on the NYSE 978: Muse resigned; Howard Putnam became CEO after Kelleher turned down the offer. 1979: First route outside Texas (New Orleans) 1981: Putnam resigned; Kelleher became CEO. Southwest had 27 planes, $270 million in revenues, 2100 employees, and 14 destination cities. Kelleher did not run from his office but among the troops. 1983: 3 additional Boeing 737s purchased; Southwest flies more than 9. 5 million passengers. 1984: Sout hwest is ranked first in customer satisfaction among the U. S. airlines for the fourth straight year. 1985: Service begins to St. We will write a custom essay sample on Southwest Airlines Case Analysis specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Southwest Airlines Case Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Southwest Airlines Case Analysis specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Louis and Chicago Midway. Southwest named the Ronald McDonald House as its primary charity (a pilot lost his daughter to leukemia). 1986: Southwest flies more than 13 million passengers. 1988: Southwest becomes the first U. S. airline to win the Triple Crown (best on-time record, fewest reports of mishandled baggage, and fewest complaints per 100,000 passengers) for a single month. 1990: Revenues reach $1 billion; only major U. S. airline to record both an operating and a net profit. The Culture Committee was formed to promote â€Å"Positively Outrageous Service. † 992: First annual Triple Crown; second-year running they were the only major U. S. airline to record both an operating and a net profit. 1993: Begins operations on the East Coast and wins second annual Triple Crown; revenues exceed $2 billion and profits exceed $100 million. Third consecutive year of being the only U. S. airline to record both an operating and net profit. 1994: Introduced ticketless travel in four c ities; third Triple Crown; acquires Morris Air (Salt Lake City) 1995: Ticketless travel becomes available system-wide; fourth consecutive Triple Crown. 996: Service to Florida begins; fifth consecutive Triple Crown; ~$740,000 to RMDH 1997: Service begins to Southwest’s 50th city; more than 50 million people fly Southwest. 1998: Named by Fortune as the best company to work for in America 1999: Service is added to three more cities. 2000: # of passengers exceeds 60 million; revenues surpass $5 billion; 28th consecutive year of profitability; 9th consecutive year of increased profits; becomes the 4th largest U. S. airline in terms of passengers carried. 2001: 30th Consecutive year of profitability; only U. S. airline to report a profit; record 64. million passengers 2001 (June): Kelleher stepped down as CEO but stayed chairman of the Board. James Parker and another trusted protege became CEO. 2002: Ranks second among companies across all industry groups (first in airlines) on Fo rtune’s 2002 list of most admired companies. Began changing the look of its planes. 2004: Parker retired unexpectedly. Gary Kelly appointed CEO. 2005: Becomes 2nd largest U. S. airline in terms of passengers carried. First significant blemish on Southwest’s safety record (overshot runway in Chicago). 2006: A record 96. 3 million passengers fly Southwest. 007: Becomes the largest U. S. airline in terms of passengers carried; profitable for the 35th consecutive year; named to Business Week’s first ever â€Å"Customer Service Champs† list and is voted â€Å"Overall Best Airline in the U. S. They introduced the Business Select fare to attract economy-minded business travelers. Did an â€Å"Extreme Gate Makeover† to improve experience. Ticketless travel accounted for more than 95% of all sales. Operation Kick Tail (customer service initiative) launched. 2008: More people were flying Southwest than any other U. S. airline and they were the only U. S. Air carrier that was consistently profitable and had been since 1973. Southwest did not choose to use a la carte pricing like other airlines; they stuck with an all-inclusive fare. Mission statement was revised to highlight customer service commitment. Belated Aircraft Inspections further tarnish Southwest’s reputation (placed three employees on leave). 2008 (May): Kelleher resigned as chairman of the board. Kelly assumed chairman of the board, president, and CEO. Southwest Financial and Statistical Background Key Financial Ratios | 2005| 2006| 2007| 2008| Gross Profit Margin| 31. 2%| 30. 54%| 26. 63%| 22. 07%| Operating Profit Margin| 9. 56%| 10. 28%| 8. 02%| 4. 07%| Net Profit Margin| 6. 38%| 5. 49%| 6. 54%| 1. 61%| Return on Total Assets| 3. 46%| 3. 71%| 3. 85%| 1. 27%| Return on Stockholders Equity| 7. 25%| 7. 74%| 9. 29%| 3. 59%| Earnings Per Share| 61. 00%| 63. 00%| 85. 00%| 24. 00%| Current Ratio| 94. 07%| 90. 09%| 91. 84%| 94. 55%| Quick Ratio| 90. 18%| 89. 37%| 87. 34 %| 88. 80%| Working Capital| -$228| -$286| -$395| -$153| Routes and Flight Data May 2008 serves 52 U. S. cities. Currently serves 69 U. S. cities. Top 10 Airports: May 2008| Current| Las Vegas| Las Vegas| Chicago Midway| Chicago Midway| Phoenix| Phoenix| Baltimore/Washington| Baltimore/Washington| Oakland| Denver| Houston Hobby| Houston Hobby| Dallas – Love Field| Dallas – Love Field| Los Angeles| Los Angeles| Orlando| Oakland| San Diego| San Diego| Aircraft Fleet: | May 2008| Current| Total A/C: | 527| 544| Total Seats:| 71,824| 74,153| †¢Southwest tested Wi-Fi on four of there airplanes, and in late 2009, made the decision to begin installing satellite-delivered broadband from their Wi-Fi provider, Row 44, on the rest of their fleet. Southwest estimates that heir entire fleet will be Wi-Fi enabled in the 2013 timeframe. Number of Domestic Passengers by Air Carrier | 2000| 2005| 2006| 2007| Q1 2008| Southwest| 15. 32%| 19. 63%| 21. 68%| 21. 95%| 23. 21%| American| 14. 42%| 17. 16%| 17. 29%| 16. 48%| 16. 64%| Delta| 20. 68%| 17. 22%| 14. 29%| 13. 26%| 13. 43%| United Air| 15. 30%| 12. 25%| 12. 88%| 12. 14%| 11. 61%| US Airways| 11. 96%| 8. 22%| 7. 18%| 11. 17%| 11. 26%| Northwest| 10. 23%| 10. 36%| 10. 16%| 9. 43%| 9. 09%| Continental| 7. 73%| 7. 32%| 8. 05%| 7. 99%| 8. 18%| Jet Blue| 0. 24%| 3. 21%| 4. 07%| 4. 42%| 6. 59%| America West| 4. 11%| 4. 63%| 4. 41%| 3. 6%| 0. 00% *| * America West data is included with US Airway starting in 2007 due to merger. Operating Revenues of Selected US Airlines, 2000-2007 (in billions) | 2007| 2006| 2005| 2004| 2003| 2002| 2001| 2000| American| 1st$22. 9| 1st$22. 5| 1st$20. 6| 1st$18. 6| 1st$17. 4| 1st$15. 9| 2nd$15. 6| 2nd$18. 1| United| 2nd 20. 1| 2nd19. 3| 2nd17. 3| 2nd15. 7| 3rd13. 4| 2nd13. 9| 1st16. 1| 1st19. 3| Delta| 3rd 19. 2| 3rd17. 5| 3rd16. 5| 3rd15. 2| 2nd14. 3| 3rd12. 4| 3rd13. 2| 3rd15. 3| Continental| 4th 14. 2| 4th13. 1| 5th11. 1| 5th9. 9| 5th7. 3| 5th7. 4| 6th8. 2| 5th9. 4| Northwest| 5th 12. 5| 5th12. 6| 4th12. | 4th11. 3| 4th10. 1| 4th9. 2| 4th9. 6| 4th11. 0| US Airways| 6th 11. 7| 6th11. 6| 7th7. 2| 6th7. 1| 6th6. 8| 6th6. 9| 5th8. 3| 6th9. 2| Southwest| 7th 9. 9| 7th9. 1| 6th7. 6| 7th6. 5| 7th5. 9| 7th5. 5| 7th5. 6| 7th5. 7| America West| *| *| 8th3. 4| 8th2. 5| 8th2. 2| 8th2. 0| 8th2. 0| 8th2. 3| Total| 110. 5| 105. 7| 96| 86. 8| 77. 4| 73. 2| 78. 6| 90. 3| *America West merged with US Airways in 2005. Major U. S. Airlines Fuel amp; Oil and Total Operating Expenses Per Passenger Revenue Miles Southwest Airlines had the 4th lowest fuel cost in 1995, 2nd lowest in 2000, and the lowest fuel cost from 2006 to Q1 2008 Southwest Airlines had the 2nd to the lowest total operating expenses in 1995 and the lowest from 2000 to Q1 2008. | 1995| 2000| 2005| 2006| 2007| Q1 2008| Fuel amp; Oil| | | | | | | America West| 1. 40| 2. 18| 3. 32| 3. 85| 3. 87| | American Airlines| 1. 53| 2. 04| 3. 67| 4. 15| 4. 34| 5. 75| Continental Air Lines| 1. 67| 2. 18| 3. 42| 3. 82| 3. 97| 5. 26| Delta Air Lines| 1. 70| 1. 73| 3. 68| 4. 18| 4. 32| 5. 67| Northwest Airlines| 1. 73| 2. 35| 4. 01| 4. 56| 4. 47| 5. 94| Southwest Airlines| 1. 56| 1. 95| 2. 44| 3. 37| 3. 71| 4. 54| United Air Lines| 1. 51| 1. 98| 3. 53| 4. 11| 4. 26| 5. 5| US Airways| 1. 59| 2. 44| 3. 89| 4. 30| 4. 45| 5. 63| | | | | | | | Total Operating Expenses| | | | | | America West| 10. 57| 12. 15| 14. 50| 16. 15| 15. 58| -| American Airlines| 14. 25| 14. 48| 15. 18| 15. 55| 15. 98| 18. 18| Continental Air Lines| 12. 87| 13. 70| 16. 38| 16. 51| 16. 56| 18. 81| Delta Air Lines| 13. 53| 12. 85| 16. 68| 17. 50| 17. 63| 20. 95| Northwest Airlines| 12. 77| 12. 99| 17. 40| 16. 20| 15. 90| 19. 25| Southwest Airlines| 10. 91| 10. 91| 11. 21| 12. 03| 12. 53| 13. 85| United Air Lines| 12. 58| 14. 65| 15. 35| 16. 07| 16. 27| 19. 13| US Airways| 17. 73| 19. 8| 18. 49| 20. 03| 20. 14| 21. 45| Operating Expenses per Average Seat Mile (Available Seat) | 1995| 2000| 2005| 2006| 2007| Compensation| 33. 95%| 36. 35%| 40. 62%| 37. 39%| 35. 38%| Fuel amp; Oil| 14. 29%| 17. 34%| 19. 63%| 26. 25%| 28. 02%| Maintenance| 8. 49%| 8. 15%| 6. 46%| 5. 80%| 6. 81%| A/C Rentals| 6. 65%| 4. 27%| 2. 36%| 1. 93%| 1. 76%| Landing Fees| 6. 22%| 5. 69%| 6. 58%| 6. 02%| 6. 15%| Depreciation| 6. 08%| 6. 08%| 6. 83%| 6. 36%| 6. 15%| Other Expenses| 24. 33%| 22. 12%| 17. 52%| 16. 25%| 15. 71%| 1. Is there anything that you find particularly impressive about Southwest Airlines? One of the most impressive facets about Southwest Airlines is the foundation the airline was built on and how that foundation remains present after 40 years, â€Å"true grit. † Southwest Airlines fought to be in existence, remain in existence, and today fights to remain a lean and fearless competitor by providing a low-cost, low-price and no-frills product. Southwest Airlines’ tenacity is very distinctive and they are proud to show it through their marketing campaigns, such as, â€Å"Nobody Is Going to Shoot Southwest Airlines Out of the Sky for a Lousy $13. † The value Southwest Airlines has for its employees is impressive. The low employee turnover rate and large number of applicants is a strong indicator that this value is real and not lip service. Another interesting fact in regards to employees at Southwest is that in 40 years there have only been four CEOs, with 20 of those years being one individual, Herb Kelleher. 2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy? In respect to Southwest’s efforts in crafting the company’s strategy, we feel that the company deserves an A for its relentless efforts to stay true to its low-cost provider strategic intent and for its ability to be able to achieve a sustainable competitive advantage. As customers, we feel like the low prices are an extremely likeable aspect of the strategy. It is also important to mention that their customer service level is strong and leaves each passenger feeling a connection with the Southwest brand. However, we dislike the lack of creature comforts and the cattle-like approach to boarding. Southwest does maintain a winning strategy. One of the most important concepts that Southwest developed and grasped in their strategy was that it was not enough to be a low-cost provider; they needed to have a sustainable competitive advantage. The company addressed this by stressing that through the low-cost provider strategy, customer service, and customer satisfaction, they are able to achieve a sustainable competitive advantage, which is demonstrated in their financial and statistical data. A manager from Southwest stated â€Å"our fares can be matched; our airplanes and routes can be copied. But we pride ourselves on our customer service. † Although no strategy is without fault or mistake, Southwest has managed to significantly make its strategy into one that can thrive in both a short and long-term vision. With its focus on ways to keep cost low for customers, from paperless tickets to special programs for frequent flyers, the company has been able to effectively provide service to their customers and hold true to their mission. 3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy? Southwest has many key policies, procedures, operating practices and core values that help to implement and execute its low-cost/no frills strategy. Fare Structure: Southwest employs a relatively simple fare structure featuring low, unrestricted, unlimited, everyday coach fares, along with even lower fares available on a restricted basis. Route System: Southwest did not use the hub-and-spoke route systems like their rivals; instead their route system was carefully designed to concentrate on flights between pairs of cities 150-750 miles apart where there was enough passenger traffic that Southwest could offer a sizable number of daily flights. Relationship with Boeing: Southwest operates only one type of aircraft (Boeing 737s) to minimize the size of spare parts inventories, simplify the training of maintenance and repair personnel, improve the proficiency and speed with which maintenance routines could be done, and simplify the task of scheduling planes for particular flights. With their loyalty to Boeing they were able to acquire new aircrafts at favorable prices. Ticketless Travel Option: Southwest was the first major airline to use ticketless travel which eliminated the need to print and process paper tickets. They were also the first to allow customers to make reservations and purchase tickets at their website; this allowed them to bypass the need to pay commissions to travel agents for handling the ticketing process and reducing staffing requirements at reservation centers. Congestion Avoidance: Southwest de-emphasized flights to congested airports which helped them produce better-than-average on-time performance and reduce the fuel costs associated with sitting in line on taxiways or circling waiting for clearance to land. It also allowed them to avoid the higher landing fees and terminal gate costs at such high-traffic airports. No Reserved Seats Policy: To economize on the amount of time it took terminal personnel to check passengers in and to simplify the whole task of making reservations, Southwest stopped assigning seats. No Cleaning Crew: Southwest flight attendants were responsible for cleaning up trash left by deplaning passengers. No First-Class: Southwest does not entertain a first-class section in any of its planes nor do they entertain frequent fliers at fancy clubs in terminals. They also do not serve meals in order to make reprovisioning planes simple and quick. Bags Fly Free: Southwest does not charge a baggage transfer service fee. Passengers pick up their luggage themselves. Software Updates: They implemented use of new software that significantly decreased the time required to generate optimal crew schedules and help improve on-time performance. Cloth to Leather: Southwest concluded that an all-leather interior would be more durable and easier to maintain, more than justifying the higher initial costs. Fuel Hedging: Southwest was a first-mover to fuel hedging and derivative contracts to counteract rising prices. Their fuel hedging strategy had produced savings of about $3. 5 billion since 1998. Vertical Winglets: To enhance the performance and efficiency of the fleet, they added vertical winglets on the wing tips to reduce lift drag, allow aircraft to climb more steeply and reach higher flight levels quicker, improve cruising performance, extend engine life and reduce maintenance costs, and reduce fuel burn. New Technology: Southwest is investing in technology and software to replace its ticketless system and its back-office accounting, payroll, and human resource information systems. This will enhance data flow, operational efficiency, and customer service capability. 4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not? What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher, the company’s spiritual leader, has departed? The key element of Southwest’s culture is the total employee benefit package, from compensation to training and development to promotion to retirement. Southwest’s operative principle states, â€Å"employees come first and customers come second. Management believes that by placing a high priority on employees, it would result in those employees being passionate about their jobs, but also lets the employees know that Southwest is concerned for their general well-being and would provide them with job security. It is important to note that Southwest Airlines has never laid off or furloughed any of its employees since beginnin g operations in 1971. Southwest’s simple thesis is as follows: Keep employees happy—then they will keep customers happy. CEO Gary Kelly even said, â€Å"Our people are our single greatest strength and our most enduring long-term competitive advantage. † Southwest is a very strong culture company. By placing their focus on employees first, they are ensuring that their customers will be well taken care of. They hire employees based on their attitude and then train them for skills. Herb Kelleher stated â€Å"We can train people to do things where skills are concerned. But there is one capability we do not have and that is to change a person’s attitude. So we prefer an unskilled person with a good attitude†¦Ã¢â‚¬  Southwest has the belief that superior, hospitable service and a fun-loving spirit flowed from the heart and soul of employees who themselves were fun-loving and spirited, who liked their jobs and the company they worked for, and who were also confident and empowered to do their jobs as they saw fit. Southwest also has the lowest employee turnover rate in the industry with pay scales above the industry average (sometimes even near or at the top of the industry). Another important part of their culture is their no-layoff policy. Kelleher stated â€Å"Nothing kills your company’s culture like layoffs†¦you want to show your people you value them and you’re not going to hurt them just to get a little more money in the short-term. † Southwest has two core values: LUV and fun. LUV turned into the code word for how to treat customers, with dignity and respect and demonstrating a caring, loving attitude. LUV and red hearts appeared on posters at company facilities to remind employees of the behavior that was expected towards customers and other employees. Fun at Southwest includes pranks and jokes, dressing up on holidays, charity benefit games, entertaining behavior of employees while on the job, and more. CEO Gary Kelly explains that the â€Å"Southwest Way†, which includes having a Warrior Spirit, Servant’s Heart and a Fun, Loving attitude are the three things that have defined their culture for 36 years. In 1990, a Culture Committee was formed to nurture the Southwest Spirit. The committee sponsored and supported hundreds of ways to promote the Southwest Spirit by using the red hearts and LUV to embody the spirit of caring and other things such as serving employees pizza. Southwest’s monthly newsletter, LUV Lines, spotlights experiences and deeds of certain employees, reprinted letters of praise from customers, and company milestone celebrations. There are also occasional meetings called Culture Exchange in which they share similar information as the LUV Lines. All of these culture-building exercises have helped Southwest be a profitable company with loyal employees and happy customers. Gary Kelly may still encounter problems after taking over as CEO. Herb Kelleher instituted practices and support systems that promoted operating excellence which were a source of company pride. He devoted many years and a great amount of effort to find the best and most effective ways to operate every aspect of the company, from aircraft maintenance to efficient baggage transfers. CEO Gary Kelly has been following Kelleher’s lead in pushing for operational excellence. Kelly may not be the â€Å"original spiritual leader,† but he is doing his part to keep the company the way Kelleher left it. Kelly has strong strategic objectives; one being that Southwest would be â€Å"the safest, most efficient, and most reliable airline in the world. Both men believed that having a strong balance sheet and profitability were important financial aspects of the company. Kelleher’s vibrant, fun and caring attitude will be hard for any other CEO to match. He was known for his Hawaiian print shirts, making jokes and tricked out motorcycle. He was well known not only inside the company, but also outside for his combativeness. In 1990, he had a message penned in the Dallas Headquarters Office that stated: â€Å"The people of Southwest Airlines are the creators of what we have becomeand of what we will be. † Kelly will never be the same person as Kelleher and it may take longer for employees to warm up to his different management style. Kelly is less of a â€Å"culture pusher† than Kelleher, which could hurt Southwest in the long run, since their whole company is based on promoting a fun, caring atmosphere. Although Kelleher spoke very highly of Kelly when he took over as CEO in 2004, that doesn’t mean that Kelly will be as highly respected in terms of a spiritual leader to employees than Kelleher was. In addition, the Kelleher era at Southwest seemed to always be in a dogfight to build and become what they are today. As the employees who fought that fight with Kelleher retire, a piece of the â€Å"warrior spirit† goes with them. This may make it hard for Kelly to keep the warrior mentality alive with new employees who didn’t have a dog in the fight and may feel they don’t have as much invested to ensure they stay on top. 5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of or that are not working well? During a difficult time within the airline industry, Southwest made its entrance in 1971, despite the endless attempts from rivals to collapse the company before they could get started. Southwest emerged and made its first flight in June 1971. Since then Southwest’s management team has done a monumental job in implementing their strategies. By using a differentiation approach Southwest was able to stand out amongst its competitors. Low fares, entertainment, more flights to the same locations, the gradual expansion into new geographic markets, adding flights in areas where rivals were cutting back service using first-mover strategies, and flight turnaround times around 25mins (compared to 50-60 minutes from its competitors) all contributed to a grade A for Southwest’s management. Southwest’s overall strategy has transitioned from the 1971 to 2010. When the airline first started, they were serving a market niche in the Golden Triangle (Houston, San Antonio, and Dallas). They moved towards a Focused Low-Cost Provider as they expanded their service by expanding into new geographic markets and adding flights in areas where rivals were cutting back service. Southwest is now moving towards becoming a Best-Cost Provider by upgrading the quality of the customer experience (i. e. leather seats, business-focused areas, family-focused areas, etc). The low-cost, low-price, and no frills strategies have worked very well for Southwest. The company took a two-tier fare approach which gave customers a choice between a low unrestricted, unlimited, everyday coach fare and one which was restricted that was even lower cost. Despite its highly effective strategy, Southwest has some aspects that may not be working as well as others. Their infamous cattle call (procedure for boarding) can make customers feel like animals rather than people when they are fighting for a seat. Many customers may choose to forgo the lower airfare to enjoy a more peaceful boarding experience. Another issue to be addressed is the maintenance policies and procedures that ultimately led to the fairly recent media debacle. Reports of lax aircraft inspections surfaced and Kelly admitted the wrongdoing of the company. He limited the bad media exposure by ensuring the public his airline was one of the safest to fly with. Despite his public apology, this matter needs to be aggressively approached to ensure customers feel safe flying Southwest. 6. What weaknesses or problems do you see at Southwest Airlines? 1. Public perception of safety after airline inspection issue 2. Lack of creature comforts such as pre-assigned seating and on-board meals. 3. There is no first class for customers, so those wanting a more luxurious experience may fly with competing airlines. . It also offers no baggage transfers to other airlines, which may be a complaint from passengers needing to catch another plane in a short amount of time. 5. Cattle-call boarding procedure 7. What recommendations would you make to Gary Kelly? 1. Establish a more aggressive maintenance inspection program, especially with the older aircraft in their fleet. 2. Offer premium services for a fee. For example: seat selection, leg room, seat size, baggage transfer, and boarding first. 3. Provide a few more creature comforts on longer flights. Doing without comfort is fine on short flights. 4. Sell even lower cost tickets to spontaneous travelers who truly decide at the last minute to get away for a short weekend vacation when there are vacant seats available. 5. Continue hedging fuel to save money in that aspect. 6. Explore increasing the number of destination cities so they can grow their customer base. 7. Southwest should continue learning about the types of customers that tend to fly with Southwest so they can make changes to better serve their clientele. 8. Explore international flight options.

32 Patriotic Independence Day Quotes

32 Patriotic Independence Day Quotes It was a historic moment when Thomas Jefferson, along with other members of the Continental Congress, drafted the Declaration of Independence. The Continental Congress declared the people of America independent from the British colonies. It was the moment of truth all Americans had waited for. If the effort of severing ties from the British succeeded, the leaders of the movement would be hailed as true American heroes. However, if the effort failed, the leaders would be guilty of treason and face death. It was the clever wording of the Declaration of Independence, followed by some smart strategies employed by the leaders that sparked the Independence movement. What followed was a relentless power struggle to gain absolute independence from the British monarchy. July 4, 1776, was the historic day when the Continental Congress approved the Declaration of Independence. Every year, Americans rejoice and celebrate Independence Day, or the 4th of July, with great fanfare. Amidst colorful parades, flag hoisting ceremonies, and barbecue parties, Americans remember the suffering their forefathers endured to win them precious freedom. Patriotic Quotes for Independence Day Erma Bombeck: You have to love a nation that celebrates its independence every July 4, not with a parade of guns, tanks, and soldiers who file by the White House in a show of strength and muscle, but with family picnics where kids throw Frisbees, the potato salad gets iffy, and the flies die from happiness. You may think you have overeaten, but it is patriotism.Adlai Stevenson: America is much more than a geographical fact. It is a political and moral fact the first community in which men set out in principle to institutionalize freedom, responsible government, and human equality.Elmer Davis: This nation will remain the land of the free only so long as it is the home of the brave.Joseph Addison: Let freedom never perish in your hands.Dwight D. Eisenhower: Freedom has its life in the hearts, the actions, the spirit of men and so it must be daily earned and refreshed - else like a flower cut from its life-giving roots, it will wither and die.George Bernard Shaw: Liberty is the breath of life to nations. Woodrow Wilson: The American Revolution was a beginning, not a consummation.Harry Emerson Fosdick: Liberty is always dangerous, but it is the safest thing we have.Ralph Waldo Emerson: For what avail the plough or sail, or land or life, if freedom fail?Daniel Webster: May the sun in his course visit no land more free, more happy, more lovely, than this our own country!John Dickinson: Then join hand in hand, brave Americans all!By uniting we stand, by dividing we fall.Hamilton Fish: If our country is worth dying for in time of war let us resolve that it is truly worth living for in time of peace.Benjamin Franklin: Where liberty dwells, there is my country.Thomas Paine: Those who expect to reap the blessings of freedom, must, like men, undergo the fatigue of supporting it.-  Thomas Paine: In a chariot of light from the region of the day,The Goddess of Liberty cameShe brought in her hand as a pledge of her love,The plant she named Liberty Tree.He that would make his own liberty  Ã¢â‚ ¬â€¹secure,  must guard even his enemy from opposition; for if he violates this duty he establishes a precedent that will reach himself. Franklin D. Roosevelt: The winds that blow through the wide sky in these mounts, the winds that sweep from Canada to Mexico, from the Pacific to the Atlantic - have always blown on free men.James G. Blaine: The United States is the only country with a known birthday.Paul Sweeney: How often we fail to realize our good fortune in living in a country where happiness is more than a lack of tragedy.Hubert H. Humphrey: We need an America with the wisdom of experience. But we must not let America grow old in spirit.George Santayana: A mans feet must be planted in his country, but his eyes should survey the world.Bill Vaughan: A real patriot is the fellow who gets a parking ticket and rejoices that the system works.John Quincy Adams: All men profess honesty as long as they can. To believe all men honest would be folly. To believe none so is something worse.Aurora Raigne: America, for me, has been the pursuit and catching of happiness.Gerald Stanley Lee: America is a tune. It must be sung tog ether. Lee Greenwood: And Im proud to be an American, where at least I know Im free. And I wont forget the men who died, who gave that right to me.John F. Kennedy: And so, my fellow Americans: ask not what your country can do for you - ask what you can do for your country. My fellow citizens of the world: ask not what America will do for you, but what together we can do for the freedom of man.John F. Kennedy: Let every nation know, whether it wishes us well or ill, we shall pay any price, bear any burden, meet any hardship, support any friend, oppose any foe, to assure the survival and success of liberty.Oliver Wendell Holmes: One flag, one land, one heart, one hand, One Nation evermore!Rev. Dr. Martin Luther King, Jr.: So let freedom ring from the prodigious hilltops of New Hampshire.Let freedom ring from the mighty mountains of New York.Let freedom ring from the heightening Alleghenies of Pennsylvania!Let freedom ring from the snowcapped Rockies of Colorado!Let freedom ring from the curva ceous peaks of California!But not only that; let freedom ring from Stone Mountain of Georgia!Let freedom ring from Lookout Mountain of Tennessee!Let freedom ring from every hill and every molehill of Mississippi.From every mountainside, let freedom ring. Abraham Lincoln, The  Gettysburg Address, 1863: Four score and seven years ago our fathers brought forth on this continent a new nation, conceived in liberty, and dedicated to the proposition that all men are created equal.