Denver International Airport Case Study

One of the main issue was the lack of communication and understanding between the key decision makers and IT team. These two parties were very disconnected in

The use of this last option was kept to a minimal and the team was able to figure out the solution to most of the problems that occurred. iii. Changes When discussing major changes to either the programming or circuit board of the project, the whole team had to be present and agree on the changes. The team never had the issue of disagreements about making changes. Also, major changes generally never occurred due to the straightforwardness of the project.

Case 1: San Francisco International Airport and Quantum Secures SAFE for Aviation System San Francisco International Airport is expecting a rise of passengers due to an increase of low-cost carriers. They require a new security management system to accommodate the amount of traffic expected. Their current process is inefficient and disjointed, leading to many problems. The upgrade required needs to be justified and approved by management to be funded. 1.

Besides the issue mentioned above, the team from the airline were not able to build a relationship with outsourced suppliers. Finding a solution to the issues in pursuing multiple vendor sourcing strategies, the airline centralized IT department. This did not end there because the procedure of collecting information on IT needs and passing to IT for implementation was done in the same way for both local and spanned different branches IT requirements. This has caused the IT to work slowly in implementation and they were unable to respond according to the real business needs that were collected by the business

Assignment: Teradyne Corporation: Jaguar Project Case Students Name Institutional Affiliation   Teradyne Corporation: The Jaguar Project Case Introduction Teradyne corporation is a semiconductor test machine manufacturer. The new range of testing equipment had been eagerly awaited since the traditional system had exhibited quite a number of challenges in project development. The project introduced useful aspects of project management such as formal project tracking tools, effectively and adequately designed development process and the principle of upfront planning. O’Brien’s strategies had experienced much success especially in hardware development but seemed to struggle in the software department in software implementation. The main question is `Did the new tools affect development processes.

The airport project management team and the BAE system were the only parties involved, but they are not the end user who will be affected by the project outcome and the decision made was not thorough and details which caused the subsequent failure. Likewise, the key stake-holders which are the individual airline operator who rented the space are the one could be impacted the most by the outcome of the new automated baggage system, and yet they were excluded out in the initial planning discussion and decision making. This was the big mistake made by the airport management team. Once the airline operators were finally asked for their opinions, major changes were brought up to the project team, such as, adding ski equipment racks, different handling for oversized luggage, and separate maintenance tracks for broken carts. The requests required major redesign on portions of the project.

As a result of the events of Dremliner, Boeing has improved their supply chain management process by incorporating continuous improvement strategies and implementing ways to encourage open lines of communication amongst their supply base. Boeing 's supply chain management places emphasis on on-time deliveries and streamlining common standard processes across their suppliers. Boeing has developed several tool to not only monitor and audit the best practices and overall performance of the supplier, but aid in collaborative communication amongst their entire supply base.

Hong Kong Dragon Air is Hong Kong-based international airline, belonging to of the Cathay Pacific Group. The airline was established in 1985, and operates a fleet of narrow-body A320s and A321s, which were both powered by V2500 engines manufactured by International Aero Engines AG (“IAE”) for both passenger and cargo service to destinations to destinations across the Asia-Pacific region, and China. Their vision is to be the World’s best regional airline serving China and beyond. Their missions; places emphasis on safety and operational excellence with customer focus. The airline seeks to embrace innovation by implementing ideas that improve their business.

Case Analysis #1 – “Southwest Airlines: Is It Still the King of Cheap Flights” 1. Answer the questions at the end of the case. 1. Airline customers can be segmented in a variety of ways. Two of these include by purpose of travel and their destinations.

JetBlue’s operations strategy is evident from its choice of location from which they operate since location setup is one of the most important strategic decisions in operations management. They placed their main operations headquarter in the New York City, a city with the population of almost 19 million people (jetBlue, 2013). This fact alone helps them to fly their airlines in their full capacity almost all the time which ensures their business profitability. Their choice of locations fulfills the first and foremost part of the operations management, demand and competition location. It is easily understandable that it is a good practice to choose location of an organization where the product or service they are giving will have demand and will have enough population to maintain the level of demand.

It didn’t deter us, one the contrary we felt that this was an advantage to be utilised when executing the project

With the use of this framework in reengineering its call centers and the automation of manual processes through call centers. Malaysia Airlines was able to achieve the following: Cutting call center costs by 18% and tripling sales, through phone, e-mail, fax, and web chat they were able to service customers, Interactive voice response or online ticket payment, and Tracking of agent productivity done by managers. In doing the following, they were able to streamline their processes. Malaysia Airlines measure the strategic metric. It measures the functional goals so that Malaysia Airlines can boost their customer payment capabilities.

For example, when Japan Aircraft Development Company (JADC) claimed that there could be problems while transporting body sections from Japan to Seattle, Boeing insisted to scale models of all sections and carry out a trial transportation. This trial showed that they needed to alter the plan as Japan’s roads were narrow and the parts were too big. Thus, an old steel factory closer to the shipping facilities was converted to an assembly hub of JADC. Boeing went through a major exercise to ensure that supply chain management will go as planned and that all problems be tackled before the actual execution. The learning curves along with evaluation of each activity in all angles ensured that the schedule is realistic and changes can be incorporated, as and when

Ramada’s problem was first discovered when their management found out about D. K Shifflet’s latest survey about customer satisfaction in the hospitality industry, which it then shows that mid-tier hotels continuing to go downward. Later on they continued on their research and decided to hire a third party to find out more about the survey and also to observe their own company’s system. It results in a management dilemma, Ramada needs to prevent themselves from falling. Then it raises some questions on how can their management improve their performance to achieve the level of customer satisfaction they desire. They then found out three main concerns that they need to put more effort to.

Hong Kong International Airport (HKIA) is the winner of the 2017 Award for “World’s Best Airport Dining Experience” and 3rd place in “World’s Best Airport Shopping”, in the following I will discuss on the strength(s) and weakness(es) of HKIA in the area of dining and shopping when compared to the other airport listed in the question. Concerning dining, the strength of HKIA is their restaurants provide the food with comparatively low price. Some of the passengers may have an impression that it is expensive to eat inside the airport, but there are some restaurants in HKIA provide the food with the price lower HKD$50. With this price, passengers can choice either fast food or Chinese restaurants in which the size of food could let them feel full. Moreover, passengers can try for local food.