Southwest Airline Case Analysis Wiki
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The document provides recommendations for Southwest Airlines CEO Gary Kelley after acquiring AirTran to ensure continued success in 2011. It recommends: 1) Choosing the best strategy for Southwest and executing it over 3-5 years. 2) Implementing best operational practices from both airlines to maintain low costs and satisfaction. 3) Integrating AirTran's culture into Southwest's over 3-5 years by comparing cultures and addressing any issues.
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Southwest wiki
This document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran. It recommends: [1] Choosing a strategy that executes Southwest's goals and objectives while integrating AirTran; [2] Implementing best operational practices from both airlines to maintain low costs and satisfaction; and [3] Integrating the AirTran culture into Southwest's culture over 3-5 years through visible actions and feedback processes. Execution steps are outlined for each recommendation to ensure their successful implementation.
southwest wiki case analysis
1) The document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran to ensure continued success in 2011. It recommends choosing the best strategy between AirTran and Southwest, implementing best operational practices, and integrating AirTran's culture into Southwest's culture.
2) For strategy execution, it recommends building a talented team, allocating resources, instituting policies, relating strategy to Southwest's culture, and exercising strong leadership.
3) For operations, it recommends measuring effectiveness, selecting the most effective practices, improving policies and procedures, and re-evaluating.
4) For culture integration, it recommends comparing core competencies, identifying actions/behaviors for the new culture, addressing problems, and executing
068 170708 bookclub_kaizen - kaizen & innovation - kaizen & teamwork approach
068 170708 bookclub_kaizen - kaizen & innovation - kaizen & teamwork approachLia s. Associates | Branding & Design
Kaizen refers to continuous improvement processes. It supports improving existing activities but not making giant leaps forward. With consistent efforts toward goals, kaizen yields positive results, though it does not replace the status quo. Innovation differs in that it can fundamentally change things. Effective teamwork approaches include different types of teams like intact work groups, problem-solving teams, and cross-functional teams. Cross-functional teams in particular bring together people from different departments to work toward common goals. Quality circles are groups that regularly meet to examine and develop solutions to quality-related work problems.What is Kaizen - MRPeasy
Kaizen is recognized around the world as an approach to establishing continuous improvement based on incremental and ongoing positive changes.
Read more about Kaizen and 5S program:
https://manufacturing-software-blog.mrpeasy.com/what-is-kaizen/
You can listen to a podcast:
https://mrpeasy.podbean.com/e/what-is-kaizen/
https://www.mrpeasy.com/
Kaizen Philosophy
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
Kaizen Workshop
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
Kaizen sqc
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in small incremental steps. It was developed by Masaaki Imai and means "change for better" with "Kai" meaning change and "Zen" meaning good. The main principles of Kaizen involve considering the entire process, evaluating how to best complete a job, and making improvements without blame. Kaizen aims to be widely applicable, effective, a learning experience, and team-based. It uses techniques like PDCA cycles and 5 whys to standardize, measure, innovate, and continuously improve processes over time. The goals of Kaizen are to reduce waste, improve quality and space utilization, and increase employee satisfaction and problem solving.
Kaizen - the key of continuos improvement
Kaizen is a philosophy of continuous improvement through small, incremental changes. It emphasizes empowering employees to identify and implement improvements on a daily basis. Key aspects of Kaizen include establishing a culture of continuous learning and problem-solving, conducting Kaizen events to address specific problems, and using the PDCA (Plan-Do-Check-Act) cycle to drive improvements. For Kaizen transformations to succeed, organizations must create a sense of urgency, develop a clear vision, empower employees, plan for short-term wins, and embrace new approaches on an ongoing basis.
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Southwest wiki
This document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran. It recommends: [1] Choosing a strategy that executes Southwest's goals and objectives while integrating AirTran; [2] Implementing best operational practices from both airlines to maintain low costs and satisfaction; and [3] Integrating the AirTran culture into Southwest's culture over 3-5 years through visible actions and feedback processes. Execution steps are outlined for each recommendation to ensure their successful implementation.
southwest wiki case analysis
1) The document provides recommendations for Southwest Airlines CEO Gary Kelley after the acquisition of AirTran to ensure continued success in 2011. It recommends choosing the best strategy between AirTran and Southwest, implementing best operational practices, and integrating AirTran's culture into Southwest's culture.
2) For strategy execution, it recommends building a talented team, allocating resources, instituting policies, relating strategy to Southwest's culture, and exercising strong leadership.
3) For operations, it recommends measuring effectiveness, selecting the most effective practices, improving policies and procedures, and re-evaluating.
4) For culture integration, it recommends comparing core competencies, identifying actions/behaviors for the new culture, addressing problems, and executing
068 170708 bookclub_kaizen - kaizen & innovation - kaizen & teamwork approach
068 170708 bookclub_kaizen - kaizen & innovation - kaizen & teamwork approachLia s. Associates | Branding & Design
Kaizen refers to continuous improvement processes. It supports improving existing activities but not making giant leaps forward. With consistent efforts toward goals, kaizen yields positive results, though it does not replace the status quo. Innovation differs in that it can fundamentally change things. Effective teamwork approaches include different types of teams like intact work groups, problem-solving teams, and cross-functional teams. Cross-functional teams in particular bring together people from different departments to work toward common goals. Quality circles are groups that regularly meet to examine and develop solutions to quality-related work problems.What is Kaizen - MRPeasy
Kaizen is recognized around the world as an approach to establishing continuous improvement based on incremental and ongoing positive changes.
Read more about Kaizen and 5S program:
https://manufacturing-software-blog.mrpeasy.com/what-is-kaizen/
You can listen to a podcast:
https://mrpeasy.podbean.com/e/what-is-kaizen/
https://www.mrpeasy.com/
Kaizen Philosophy
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
Kaizen Workshop
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
Kaizen sqc
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in small incremental steps. It was developed by Masaaki Imai and means "change for better" with "Kai" meaning change and "Zen" meaning good. The main principles of Kaizen involve considering the entire process, evaluating how to best complete a job, and making improvements without blame. Kaizen aims to be widely applicable, effective, a learning experience, and team-based. It uses techniques like PDCA cycles and 5 whys to standardize, measure, innovate, and continuously improve processes over time. The goals of Kaizen are to reduce waste, improve quality and space utilization, and increase employee satisfaction and problem solving.
Kaizen - the key of continuos improvement
Kaizen is a philosophy of continuous improvement through small, incremental changes. It emphasizes empowering employees to identify and implement improvements on a daily basis. Key aspects of Kaizen include establishing a culture of continuous learning and problem-solving, conducting Kaizen events to address specific problems, and using the PDCA (Plan-Do-Check-Act) cycle to drive improvements. For Kaizen transformations to succeed, organizations must create a sense of urgency, develop a clear vision, empower employees, plan for short-term wins, and embrace new approaches on an ongoing basis.
Short kaizen orientation
This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.
Kaizen
This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
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This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
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This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
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This document discusses issues of dissatisfaction and declining morale among self-directed work teams at TeleReach's new factory in Lake Charles, Louisiana. The factory implemented a new production line and self-directed work teams, but various problems arose, including a lengthy selection process, poor communication between management and teams, and a lack of training and development. To address the problems, the manager Tom Martin should focus on human resource management, leadership style, and workplace improvement initiatives. Similar issues affected teams at the older Flagstaff, Arizona factory, so manager Bill Edwards needs to improve communication, involvement in decision-making, and introduce a rewards system. Overall, managers can prevent these problems in the future by increasing communication, involvement, and using a particip
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The document provides an overview of a company orientation on Kaizen and quality control circles. It discusses the meaning of Kaizen as continuous improvement and outlines the Toyota Production System. It then explains the basic principles and significance of quality control circle activities, including selecting problems, grasping current situations, setting targets, and using the PDCA cycle. The document concludes by outlining best practices for presentations, including focusing on clear content for the intended audience and effective design and delivery techniques.
Six sigma vs kaizen
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
Toyota Raymond Kaizen Presentation 16 June 2008
The document summarizes the lessons learned by Uniparts Olsen Inc. from implementing Kaizen practices facilitated by Toyota. It discusses how previous implementation of lean tools fell short of targets and were not sustained. With guidance from Toyota, Uniparts adopted Toyota Production System philosophies of management involvement in gemba, standardization, visual management, and continuous improvement. This resulted in improved metrics like 70% scrap reduction and led management to realize that success requires a long-term commitment to endless improvement through small gains.
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Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
Kaizen by anurag
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
Kaizen
Kaizen is a Japanese philosophy of continuous improvement involving everyone in the organization. The document provides an overview of Kaizen, including its history and development in Japan after World War 2. It describes the main principles of Kaizen such as considering processes and results, evaluating entire jobs, and making improvements without blame. Key aspects of Kaizen discussed include the 5S methodology, quality circles, Kaizen events, and the seven types of waste. The document also presents a case study on the implementation of Kaizen at Kirloskar Copeland Limited, an Indian manufacturing company, which led to reductions in waste, defects, and setup times as well as increases in output and employee engagement.
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The document outlines the 5S methodology for organizing and standardizing a workplace. It discusses the 5 stages of 5S: Sort, Straighten, Shine, Standardize, and Sustain. For each stage except Standardize, it provides examples of activities like red tagging unneeded items, designing workstations for improved workflow, and establishing a daily cleaning schedule. It emphasizes that Sustain is the most important stage, requiring leadership involvement through activities such as standard work, visual management, and gemba walks to maintain the 5S standards over time.
Kaizen
Kaizen refers to continuous improvement processes that aim to eliminate waste. It originated in Japan after WWII and was influenced by American experts who taught statistical process control. Kaizen focuses on gradual improvement through small changes involving employees at all levels. There are three main types: individual suggestions, quality circles for day-to-day team improvements, and special event "kaizen blitzes" for rapidly improving processes over several days through cross-functional teamwork. Key elements are quality improvement, employee involvement, and openness to change.
Lean Management - Kaizen Implementation
This document discusses the concept of Kaizen, a Lean management technique focused on continuous improvement. It defines Kaizen as modifying or changing for better, and emphasizes considering the entire process and avoiding blame when implementing changes. The document outlines the principles, elements, benefits and potential pitfalls of Kaizen, such as reducing waste and improving quality, space utilization, and employee morale. It concludes that applying Kaizen principles can help organizations continuously improve processes and operations to save time, reduce waste, and increase profits.
Kaizen 5 's'
This document discusses Kaizen and the 5S methodology for continuous improvement. Kaizen focuses on small, incremental improvements through teamwork and data-driven problem solving. The 5S methodology refers to five Japanese words - Sort, Set in Order, Shine, Standardize, and Sustain - that represent steps for organizing and cleaning a workspace. Implementing 5S helps remove unnecessary items, improve efficiency, and standardize best practices. The document advocates applying Kaizen and 5S principles everywhere and every day for long-term organizational benefits and competitive advantage.
Kaizen
Kaizen refers to ongoing improvement involving everyone in an organization. It emphasizes a culture of supporting quality improvement through problem solving over the use of specific tools. The philosophy and systems behind the Japanese quality movement center around Kaizen. Process-oriented thinking and continuous incremental improvement differ from Western result-oriented and innovation-focused management. Key aspects of Kaizen culture include adopting a customer-driven and collaborative approach to cross-functional problem solving.
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This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
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• Equipment & the workplace
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This document provides an overview of Kaizen, a philosophy of continuous improvement. It discusses the key principles of Kaizen including focusing improvements, engaging employees, and addressing the three goals of operations - quality, delivery, and cost. Specific Kaizen tools and methods are also outlined such as the 5 Whys, 5S practices, the 4M checklist, and using Kaizen to achieve competitive advantages through differentiation or cost leadership. The document emphasizes that Kaizen is applicable for all levels from individual improvements to management-level systems changes.
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This document discusses strategy deployment and lean management systems. It begins by explaining the Plan-Do-Study-Adjust (PDSA) cycle and how strategy deployment uses PDSA cycles to create goals, link activities to goals, and drive results. It describes using strategy deployment to embed strategy and align organizations toward common goals. Key aspects of strategy deployment discussed include defining a "True North," setting metrics and goals, prioritizing initiatives, and regularly reviewing progress. The document presents strategy deployment as a series of hypotheses and emphasizes the importance of consensus building, focusing on the right priorities, and having the capacity to execute.
Kaizen study material
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
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This document discusses issues of dissatisfaction and declining morale among self-directed work teams at TeleReach's new factory in Lake Charles, Louisiana. The factory implemented a new production line and self-directed work teams, but various problems arose, including a lengthy selection process, poor communication between management and teams, and a lack of training and development. To address the problems, the manager Tom Martin should focus on human resource management, leadership style, and workplace improvement initiatives. Similar issues affected teams at the older Flagstaff, Arizona factory, so manager Bill Edwards needs to improve communication, involvement in decision-making, and introduce a rewards system. Overall, managers can prevent these problems in the future by increasing communication, involvement, and using a particip
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The document provides an overview of a company orientation on Kaizen and quality control circles. It discusses the meaning of Kaizen as continuous improvement and outlines the Toyota Production System. It then explains the basic principles and significance of quality control circle activities, including selecting problems, grasping current situations, setting targets, and using the PDCA cycle. The document concludes by outlining best practices for presentations, including focusing on clear content for the intended audience and effective design and delivery techniques.
Six sigma vs kaizen
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
Toyota Raymond Kaizen Presentation 16 June 2008
The document summarizes the lessons learned by Uniparts Olsen Inc. from implementing Kaizen practices facilitated by Toyota. It discusses how previous implementation of lean tools fell short of targets and were not sustained. With guidance from Toyota, Uniparts adopted Toyota Production System philosophies of management involvement in gemba, standardization, visual management, and continuous improvement. This resulted in improved metrics like 70% scrap reduction and led management to realize that success requires a long-term commitment to endless improvement through small gains.
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Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
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Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
Kaizen
Kaizen is a Japanese philosophy of continuous improvement involving everyone in the organization. The document provides an overview of Kaizen, including its history and development in Japan after World War 2. It describes the main principles of Kaizen such as considering processes and results, evaluating entire jobs, and making improvements without blame. Key aspects of Kaizen discussed include the 5S methodology, quality circles, Kaizen events, and the seven types of waste. The document also presents a case study on the implementation of Kaizen at Kirloskar Copeland Limited, an Indian manufacturing company, which led to reductions in waste, defects, and setup times as well as increases in output and employee engagement.
Kaizen team leader guide
This document provides guidance for leading a Kaizen team. It outlines six basic Kaizen rules, traits of an effective leader, tips for leading meetings, managing differences and decisions. It also gives tips for delegating tasks, coaching team members, using sub-teams, managing the daily schedule, and preparing for closing meetings. Standard processes are defined for opening, daily, and closing Kaizen meetings.
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The document outlines the 5S methodology for organizing and standardizing a workplace. It discusses the 5 stages of 5S: Sort, Straighten, Shine, Standardize, and Sustain. For each stage except Standardize, it provides examples of activities like red tagging unneeded items, designing workstations for improved workflow, and establishing a daily cleaning schedule. It emphasizes that Sustain is the most important stage, requiring leadership involvement through activities such as standard work, visual management, and gemba walks to maintain the 5S standards over time.
Kaizen
Kaizen refers to continuous improvement processes that aim to eliminate waste. It originated in Japan after WWII and was influenced by American experts who taught statistical process control. Kaizen focuses on gradual improvement through small changes involving employees at all levels. There are three main types: individual suggestions, quality circles for day-to-day team improvements, and special event "kaizen blitzes" for rapidly improving processes over several days through cross-functional teamwork. Key elements are quality improvement, employee involvement, and openness to change.
Lean Management - Kaizen Implementation
This document discusses the concept of Kaizen, a Lean management technique focused on continuous improvement. It defines Kaizen as modifying or changing for better, and emphasizes considering the entire process and avoiding blame when implementing changes. The document outlines the principles, elements, benefits and potential pitfalls of Kaizen, such as reducing waste and improving quality, space utilization, and employee morale. It concludes that applying Kaizen principles can help organizations continuously improve processes and operations to save time, reduce waste, and increase profits.
Kaizen 5 's'
This document discusses Kaizen and the 5S methodology for continuous improvement. Kaizen focuses on small, incremental improvements through teamwork and data-driven problem solving. The 5S methodology refers to five Japanese words - Sort, Set in Order, Shine, Standardize, and Sustain - that represent steps for organizing and cleaning a workspace. Implementing 5S helps remove unnecessary items, improve efficiency, and standardize best practices. The document advocates applying Kaizen and 5S principles everywhere and every day for long-term organizational benefits and competitive advantage.
Kaizen
Kaizen refers to ongoing improvement involving everyone in an organization. It emphasizes a culture of supporting quality improvement through problem solving over the use of specific tools. The philosophy and systems behind the Japanese quality movement center around Kaizen. Process-oriented thinking and continuous incremental improvement differ from Western result-oriented and innovation-focused management. Key aspects of Kaizen culture include adopting a customer-driven and collaborative approach to cross-functional problem solving.
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- 1. Southwest Airlines Case Analysis Sandra Guzman Lisa Ikkanda Laura Lopez Gerame Wong Dr. Chandler - MGMT 449 Summer 2012, Tuesday, Wednesday, Thursday 8:00 a.m.
- 2. Problem • What recommendations would we make to Southwest CEO Gary Kelley after the acquisition of AirTran for the Company to remain successful heading into 2011?
- 3. Recommendation 1 Building an Organization Capable of Good Strategy Execution • Choose a company strategy that best executes the goals and objectives of Southwest Airlines after comparing the strategies of AirTran and Southwest • Rationale: It is crucial to keep only one strategy to avoid decision making dilemma. • Objective: Strategy decision making will take 3–5 years.
- 4. Recommendation 1 Execution • Step 1: Put together a talented management team. • Step 2: Allocate sufficient resources. • Step 3: Institute policies and procedures. • Step 4: Strategy needs to relate to Southwest culture.` • Step 5: Strategy needs to support Southwest organizational structure. • Step 6: Exercise strong leadership. • Step 7: Employee decision-making authority. • Step 8: Install information and operating systems. • Step 9: Tie rewards and incentives to the strategy.
- 5. Recommendation 2 Managing Internal Operations • Implement the best practice operational activities among AirTran and Southwest that will help Southwest maintain low-cost leadership and high employee and customer satisfaction. • Rationale: Effective operational strategies will improve Southwest Airlines’ core competency • Objective: Execute within 3 years after acquisition
- 6. Recommendation 2 Execution • Step 1: Measure effectiveness • Step 2: Select the most effective (Voting Process) • Step 3: Create and improve policies & procedures • Step 4: Implement best practice operational activities • Step 5: Re-evaluate effectiveness
- 7. Recommendation 3 Corporate Culture and Leadership • Integrate AirTran Company into the Southwest culture • Rationale: Southwest is a more established airline and is the low-cost leader in the industry • Objective: Focus on teaching AirTran employees about the culture within 3–5years
- 8. Recommendation 3 Execution • Step 1: Compare and contrast the core competency for both companies • Step 2: Identify actions and behaviors for the new culture • Step 3: Identify problems and find solutions about Company policies, operations, or management • Step 4: Identify and execute visible and forceful actions
- 9. Figure 12.2 Steps to Take in Changing a Problem Culture (p. 406) Compare and contrast the core competency of both companies Step 1 Compare and contrast effective strategies and key success factors for both companies Keep employee morale high Step 2 Provide excellent customer service Be the industry leader of low-fares Employee feedback through blog (Nuts about Southwest) and Step 3 annual surveys Step 4 Substantive: Attend Southwest’s University for People Symbolic: Hold ceremonial events (annual awards banquets)
- 10. Culture of Southwest Warrior Spirit A Servant’s Heart Fun-LUVing Attitude • Work Hard • Follow The Golden Rule • Have FUN • Desire to be the • Adhere to the Principles • Don’t take yourself best • Treat others with too seriously • Be courageous respect • Maintain • Display urgency • Put others first perspective • Persevere • Be egalitarian • Celebrate successes • Innovate • Demonstrate proactive • Enjoy your work • Customer Service • Be a passionate • Embrace the SWA Teamplayer Family
- 11. Culture of AirTran Our Guiding Principles Our Values • Safety • A total commitment to safety • Courtesy • Compliance with regulatory • Pride standards • Teamwork • Technical excellence and • Innovation continuous learning • Cleanliness • Honesty, trust and integrity • Anticipation • Respectful responsibility for resolving issues • Results • Acting with purpose and urgency • Hard work • Fun • Profit