...I. Problems: A. Macro 1. Culture Resistance To Change – Currently the Director of Accounting and the Production Manager are against the proposal because of the high risk, the uncertain results, and the need for new machinery for the current production line. Without all the management in agreement it can prevent the company from remaining competitive or adapting to a changing environment. 2. The Organization needs to remove the fear of failure and provide a climate that supports the risk that is being taken. B. Micro 1. The management team is questioning Mr. Spinks because the feel he is often autocratic, strong-willed, and impatient. Mr. Spinks has to show he has the same ethical and value as the organization. 2. Determining the Priority of the Goals – Is Mr. West looking for Mr. Spinks to just make him look better after having a bad couple of years or is the goal the Mr. West really have in mind is for the better of the company. II. Causes: 1. Dim Lighting Company has not produced new products or set them apart from the competition. In order to be successful the company needs to standout from their competitors. 2. With changing technology Dim Lighting Company needs to come up with innovated ideas to make them stand out. They need to keep the customers coming back and not going to the competitors. 3. All companies have to look at change to continue to grow and stay competitive. Without change profits can become stagnant and can this could be the demise of the...
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...Wengart Aircraft Case 1. What are the macro and/or micro level problems? 2. What are the potential causes (please support your view)? 3. What are your recommendations? The macro problems include top management not thoroughly understanding, implementing or communicating TQM to their employees. This caused negative rumors to develop. Larsen also said that he was too busy which indicates that the company does not have management buy-in on the TQM project. The micro problems include the quality of production is impacting the company’s reputation and they are dangerously close to losing more clients,. Upper management is focusing on profits only instead of the individual pieces that can improve profits. One cause is that the company tried to implement TQM by only putting the production manager in charge instead of listening to Lopez who suggested that human resources and production work together under the direction of Larsen’s office to implement the changes. This was a mistake because TQM requites a culture of quality at all levels of the organization. To implement the changes was going to require education and training and these items should have been considered. My recommendations would be to restructure the TQM to be run from Larsen’s office and have all managers involved. I would also suggest hiring an OD professional to manage this project as well as develop a plan to improve profits. I would also get the necessary training and education for the workers....
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...Wengart Aircraft Problems Macro There is a lack of understanding of TQM and how to implement it. Management did not fully commit to TQM; management looked at the TQM as a production issue and focused its leadership to solve the problem with its Vice President (VP) of production. It also failed to recognize that TQM is an organization wide effort and must be enforced, encouraged and supported from Top management in word, deed and philosophy at every opportunity. Training, is knowledge and management focusing on profits and not the implementation of TQM. There is lack of trust from unionized workers. The workers suspected this was profit motivated and perpetrated by top management to benefit top management with credit and profits. The workers held their own meeting and decided that increases in quality and efficiency meant cut backs in the labor force and loss of jobs. They decided on their own the way to fix the quality problems was to slow down the work and ensure their where no defects to the products before it left the factory. Their reasoning is by slowing production quality will increase and no one will lose their job. Inversely, if they increase quality and efficiency, jobs will be lost and this normally is blue collar jobs that get cut. Micro There is a deterioration of profits and lack of quality. Top management is focusing on profits and not TQM. There is wasted time and lack of team work between the different sections. Causes Some of the causes...
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...Pricing: Overall, Porsche is strongly positioned to differentiate themselves and produce vehicles at a profitable, competitive price. Technology sharing with the Volkswagen group allows for efficient cost competitive production that should become even more efficient over time, and current assets help keep fixed costs down. One major weakness at this point is the dilution of brand image. Although Porsche was saved from bankruptcy by the introduction of down-market or recession models such as the Boxster and Cayman, their success has been self sacrificing, and the brand is no longer valued as highly. This reduces the premium consumers are willing to pay for a Porsche product, although the decrease is presently minimal and is largely replaced with high engineering abilities. However it is important to note that Porsche 911’s advantages in having a small, compact design and having the most fuel-efficient car may have a distinct effect on future markets three years from now, making their benefits more relevant in the future, and thus consumers would be more willing to pay a price premium for. Porsche should focus on a pricing strategy of enhancing the sales mix, and apply the pricing strategy of layered pricing especially upon offering different versions of the 911 to different segments of the target market at different price points according to specific needs. However, this can be further augmented by increasing price while offering the same benefits. Applying this deep...
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...Analysis Wengart Aircraft Case Week 5 At its core, Total Quality Management (TQM) is a management approach to long-term success through customer satisfaction (Brown, 2011, p. 344). TQM is an organization-wide change movement towards streamline work-groups and structure. In a TQM effort, all members of an organization participate in improving processes, products. One of the large problems facing Wengart Aircraft is total quality management (TQM) is not being communicated clearly and concisely to the entire company. By Allen Yoshida doing a presentation to only the managers and supervisors on what TQM was this left room for “various interpretations of TQM” by the managers, supervisors and front line workers (Brown, 2011, p. 365). The fact that during the presentation Allen Yoshida did not clearly illustrate how TQM would affect the company’s everyday activities or how it would be implemented only further confuses the miscommunications happening thought the company. TQM calls for creating constancy of purpose for improving products and services. If the message received by the lower level employees is not consistence then the improvements or change will not be consistent either. Another large problem facing Wengart Aircraft is total quality management should be worked towards by the whole company, from the top of the company down, all groups should be embracing this change. CEO and other top managers visibly support TQM, which is not happening at Wengart Aircraft since...
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...WENGART AIRCRAFT: BRIEFING NOTES Source: Harvey, D. & Brown, D. (2001). An experiential approach to Organisation Development (6th. Ed.). Upper Saddle River: Prentice-Hall. President Ralph Larsen of Wengart Aircraft has become increasingly concerned about profits. Though he is not fearful of a company takeover, he does feel an obligation to maximize shareholders' return on their investment. He and about a dozen top executives receive sizable stock bonuses, so it is to their advantage to obtain a high share price. Wengart manufactures commercial and military aircraft. It is number two in its industry, which is composed of nine companies. Its profits, however, are ranked seventh. It is disturbing to Larsen and his top management team that they are not able to maximize profits. QUALITY PROBLEMS Quality has been identified by the top management team as one of the major problems at Wengart. Aircraft have to be reworked even after they are sent to the customer. The federal government, one of Wengart's largest customers, shares the concern for quality to the extent that several letters have been sent to Larsen from the Secretary of Defence warning him that unless quality is improved by 20 percent within 6 months, the government will exercise its contract provision to withhold partial payment as a penalty. This will place even more pressure on profits. Nongovernmental customers have also expressed serious concerns about quality. There have been major stories in The Wall...
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...industry leaders when it comes to manufacturing of planes and trains. Statement of the Problem: As one of the industry leaders, how can Bombardier sustain its market holding amidst rising competition? Objective of the Problem: To be able to identify a market strategy that will help Bombardier sustain or even increase its market share in the industry. SWOT Analysis Strengths: • Knowledge, Expertise, and Adaptability to Customer Demands Bombardier knows what and how to give what its customers want. It offers the perfect ingredient which is important to any transportation business: fuel efficient with low operating costs. It gives importance to its customers’ specifications. It asks where and when its aircrafts will be used. Bombardiers offers wide array of products and services such as manufacturing commercial and corporate planes. Users of its corporate planes may be part owners when they have 50 or more flight hours. In addition, if customers occasionally need a private plane for specific trips, they may avail of Sky jet charter program. These are just few of the services Bombardier offers. With the upgrading of infrastructures in many urban countries these days, booming of rail transportation is inevitable. Bombardier used its expertise in major concerns when it comes to purchasing rail transportation products. It focused on quality, reliability, safety, and prices. With these, Bombardier was able to close contracts with the government...
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...While looking around to find an article about a decision an airline has recently made, I came upon this article that read: “Iraqi Minister’s son misses flight, forces plan back”. Although this was not a decision made by an airliner, rather it was the decision made by airport managers that affected an airline. According to the article, a Middle East Airlines plane flying from Lebanon to Iraq on Thursday turned back after the Iraqi transport minister's son missed the flight and phoned Baghdad to stop the aircraft from landing (airwise, 2014). Marwan Salha, acting chairman of MEA, told Reuters the flight, scheduled to leave at 12:40 local time, had been delayed for six minutes while MEA staff looked for Mahdi al-Amiri, son of Hadi al-Amiri, and his friend in the business lounge."We made the necessary announcements and the last calls," he said. "The plane took off but one of the passengers turned out to be the son of the minister of Iraq."Salha said that when Amiri arrived at the gate he was angry and said: "I will not allow the plane to land in Baghdad."Twenty-one minutes into the flight, the Baghdad airport station manager called MEA operations to tell them there was no clearance to land, Salha said. The plane then returned to Beirut and the passengers disembarked. When I first read this article I was like: “Are you kidding me? A flight had to turn back to where it came from just because the so called minster son missed the flight.” I mean, I agree with the decision made by the...
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...and its path to an incredible leadership. This, however, was not that clear if we consider the company’s situation in the very moment when it all started. In this brief work we will try to analyze Ryanair’s strategy, disposing only of the data that was available to the company back then and we will try to estimate if this strategy is going to be successful. In order to do that we will describe the industry using Porter’s five forces and generic strategies framework. Industry examination: Suppliers: The importance of suppliers in this industry is huge due to a limited number of possible solutions that in some cases is close to a monopoly. Main suppliers are fuel and oil providers, unions of staff and pilots, airports, companies that lease aircrafts and specialized personnel like technicians or engineers. Most of them are unique and work with major airlines and a small airline, operating in one connection has no power to negotiate any conditions. The only way for an airline to dispose its self of their influence is backwards integration. New entrants: Airline industry is a particular case in which we can observe some really strong barriers of entry. On one hand, the cost of an air fleet, though planes can be leased, and salaries of the crew are very high. On the other, the cost of change, from the psychological perspective, was relevant back then, when this industry had just been deregulated. Also strict legal regulations and contracts that need to be undersigned with every airport...
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...now travel by other modes of transportation to switch and fly 'Trans Western' on this route. In addition, the airline expects to attract business travelers during the hours of 7 am to 6 pm on Mondays through Fridays. The fare price schedule or tariff would be designed to charge a higher fare during business-travel hours so that tourist demand would be reduced during those hours. The company believes that a business fare of $75 one way during business hours and a fare of $40 for all other would result in the passenger load being equal during business-travel and tourist -travel hours. To operate the route, the airline would need two 120 passenger jet aircraft. The aircraft would be leased at an annual cost of $3,800,000 each. Other fixed costs for ground service would amount to $1,500,000 per year. Operation of each aircraft requires a flight crew whose salaries are based primarily on the hours of flying time. The costs of the flight crew are approximately $400 per hour of flying time. Fuel costs are also a function of flying time. These costs are estimated at $500 per hour of flying time. Flying time between Phoenix and Las Vegas is estimated at 45 minutes each way. The costs associated with processing each passenger amount to $3. This includes ticket processing, agent commissions, and variable costs of baggage handling. Food and beverage service cost $7.80 per passenger and will be offered at no charge on flight during business hours. The cost of this service on non-business...
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...strategy. The family type culture and approach to recruiting employees with the right attitude ensures a low turnover for the company and an attitude that fosters employees helping out wherever they are needed is a great example of cross-functional systems enabling strategy implementation as identified by Beer (2000). The strategy of gradually expanding into new geographic markets and adding flights to areas where other providers were cutting back have helped ensure Southwest achieves high levels of market saturation in its current markets. Combined with curtailing flights on marginally profitable routes these strategies have enabled Southwest to gain better productivity from their fleet of aircraft. Strategies focusing on low operational cost methodologies such as single model aircraft fleet and fuel hedging have enabled the airline to effectively implement its low-cost strategy. A strong focus on vertical communication within the organisation along with a relatively flat structure and approachable management team enables the organisation to become aware of issues and address them in a timely manner. This cultural aspect...
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...design monoplane wing designed aircraft. Hargrave based his inventing by ‘following the footsteps of nature’ inspired by the motion of fish, snakes and birds. 1893, 1894 Hargrave invent the box kite and following year in 1894 he flies for a short period using a ‘train’ of four box kites. 1910 The first powered, control flight is demonstrated by a visiting Harry Houdini in Victoria and again at Rosehill in Sydney. 1912-17 In 1912 the Australian Flying Corps, AFC, in 1912 led the path aircraft for military purposes. The aircrafts were applied in 1914 and again in 1916 for war purposes. In 1916 the importance of aircraft was realised and the NSW Aviation School was formed to train civil and military aircraft, located at Richmond. Post war saw the aircrafts as a form of transport between Sydney and Melbourne in 1917 using a Curtiss Jenny and Caudron G111. 1921 To further advance the power of potential of air power, the Royal Austrlian Air Force, RAAF, was established in 1921. This was mainly to support the struggling aircraft in the military however at the same time a fundamental character, Lt Colonel Oswald Watt advanced the safety and use of civil aircraft. 1930-37 Australia and England led the way for the world of female pilots. Qantas and Royal Flying Doctor Service took advantage of the new transport and the air craft industry began to flourish. 1950s The demand for new aircraft to carry more customers resulted in the wide-body aircraft the success of the Boeing 707...
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...The Rise of Air Transport and its impact on the Environment [pic] Table of Content 1 Abstract 3 2 Introduction 3 3 HISTORY OF THE WORLD AIR transport 3 3.1 How it all began 3 3.2 ICAO and IATA-history and reality 4 4 Air Transportation and the Environment 5 4.1 Demand for Air Transport 5 4.2 Environmental Impact of Aviation 7 4.3 CO2 emissions per passenger kilometer 7 4.4 Aircraft Water Emission 9 4.5 Nitrogen Oxides 9 4.6 Impact of Aviation on Biodiversity 10 4.7 Noise Emissions and its impact on humans as well as biodiversity 11 5 Cost of Aviation on certain examples 11 5.1 Aviation Cost for exotic flowers 11 5.2 The Berlin Airport Fiasco 12 6 Historical Trends in Aircraft Transport 13 7 Conclusion 14 8 Table of Figures 15 9 Sources 15 1 Abstract The following Assignment has the topic of showing the history of aviation and within this showing the environmental impact of aviation. Due to this the history is shown and in addition different types of problems connected to aviation such as carbon oxide and greenhouse gases are explained. At last there is an introduction in data’s showing aviation in its beginning as a mass transport and now. 2 Introduction Transportation - one of the most important sectors of the economy, performing the function of a kind of circulatory system in a...
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...prices will only lead to a decrease in revenues. With the introduction of the ‘no-nonsense’ concept to the European market, after its deregulation in 1992, easyJet has proven this theory wrong and goes from strength to strength by actually increasing the size of the market and more recently by taking away passengers from the majors (see www.easyjet.com for passenger figures, financial data and employee statistics). Today, it offers 125 routes from 39 European Airports (see www.easyjet.com for route launch dates), with Luton, Liverpool, Geneva, Amsterdam as base airports and is operating 72 aircrafts (November 2003). November 1995: easyJet starts flights from Luton to Glasgow and Edinburgh with to leased Boeing 737-300 with a capacity of 148 seats at a price of £29 one way. Seats are being sold over telephone reservation system only. In 1996 easyJet takes delivery of its first wholly owned aircraft and goes international with first services to Amsterdam from Luton. One year later easyJet launches its website, easyjet.com which will from 1998 onwards form an integral part of the business concept (and which provides for some 90% of the bookings today). In August 2002 easyJet expands its fleet and routes by acquiring British Airways’ low-cost subsidiary Go. In October 2002 the airline signs a deal to purchase 120 Airbus, which will facilitate the...
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...Facts Reason for Delay: The passengers could not board another aircraft since night curfew in Frankfurt would have kicked in by the time the alternate plane would have reached there. Report after the toilet was operated in Delhi “Everything made available to passengers for free was found flushed down the toilet," another official sai Passengers folding their legs on the seat is a typical desi habit which has led to specific instructions to the maintenance staff to look for socks in the rear fold of chairs. Similar attention to toilet maintenance may perhaps spare AI of troubles such as the one experienced on Saturday. Safety: In the last 30 years, Air India has had only one crash—that of Air India Flight 182 on June 23, 1985—which ended in a hull loss and 329 deaths. But that crash was the result of terrorist action, not poor safety," said the Air India spokesperson, referring to the Kanishka tragedy where a bomb obliterated a Boeing 747 aircraft 31,000 feet over Atlantic Ocean This is also corroborated by the fact that Air India is the first airline in the country and amongst the first 10 in the world to have the IATA Operational Safety Audit certification, which is a benchmark for aviation safety norms," said the spokesperson Air India’s engineering facilities have an ISO9002 rating which is meant to mean it meets international standards Defense Blaming the Ailing airline is the easiest things to do. Point taken that AI has a maintenance issue. However...
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