Southwest Airlines: Baker Workgroup - Deloitte
Southwest Airlines: Baker workgroupSouthwest Airlines:Baker workgroupReducing disruption and delay to accelerate performanceA CASE STUDY IN THE BUSINESS PRACTICE REDESIGN SERIESFROM THE DELOITTE CENTER FOR THE EDGESOUTHWEST Airlines (SWA), based in Dallas,traffic, or close an airport) when the unexpectedoperates more than 4,100 flights daily to morehappens, dramatically increasing on-time perfor-than 100 destinations. As the nation’s largestmance and transporting more customers to wherecarrier in terms of originating domestic passengersthey need to be, when they need to be there.1boarded, SWA operates a point-to-point networkSeemingly essential to Southwest’s overall suc-with a fleet consisting entirely of 737s. SWA pridescess is its nerve center, the Network Operationsitself on quick turns at the gate from time of arrivalControl (NOC). NOC is home to two workgroupsto time of departure, and it constantly seeks to im-whose methods and behind-the-scenes innova-prove how it makes decisions that affect the networktions many credit for greatly improving the expe-(for example, to delay or cancel flights, slow downrience of those who fly Southwest—and for giving1
Southwest Airlines: Baker workgroupa sustained boost to the airline’s performance. Theterdependent—in particular the analysis andBaker workgroup is one. The other is the Field Techinterpretation of trade-offs and impact that feedworkgroup, a specialized unit of aircraft mechanicsback into the tool.who fix what no one else can.Supervisors of dispatch “manage the businessoperations of the airline” through network deci-The workgroup: Bakersions. SoDs are the people who balance overallflight flow—canceling flights, shutting down air-The Baker workgroup is made up of dispatchports, swapping aircraft. In determining how bestsuperintendents and software developers focusedto get customers home on time, they take into ac-on improving decision-making around unantici-count everything from customer and crew needs topated operational and weather-related events. Thisweather to runway arrangement and maintenance.workgroup meets our key criteria for a frontlineThey touch all parts of operations and work closelyworkgroup:with the dispatchers, who are the people on the Size: Baker is composed of four supervisors ofground responsible, with the pilots, for the safetydispatch (SoDs), three main software engineers,of the flight.and two software engineers in support.When Southwest was a small regional airline Sustained involvement: The software engi-with a handful of planes and routes, operationsneer members of Baker are fully dedicated re-were comparatively simple. But with rapid growth,sources. The workgroup’s four SoDs carry outthe established process of dispatching and modify-their regular duties while spending a majoritying flight plans, and cascading through the otherof their time with Baker, developing a tool toparts of operations (for example, crew scheduling),support decision-making as well as devising andbecame complex and time-consuming—developingtesting new approaches for handling unantici-just one solution for a particular flight path couldpated disruptions to the Southwest network.take hours. As one SoD described the network: Not Integrated effort: The ongoing design, de-only were there more planes—there was a lot morevelopment, and enhancements to the decision-momentum, and no one was able to stop on a dimemaking tool require the group’s integrated andand redirect, a response that had worked well whencollective effort. Much of members’ work is in-the airline was small.Figure 1. Inside NOCLeft: Inside Southwest’s Network Operations Control (NOC)—a secure facility located outside Dallas, which managesthe airline’s operations 24/7 across the world. Right: Screens in NOC.Source: Southwest Airlines (l), Russ Basset Consoles (r).Deloitte Insights deloitte.com/insights2
Southwest Airlines: Baker workgroupThe results: On-timeperformance leap andbetter outcomesA group of SoDs charged with increasing Southwest’s on-time performance (OTP) took it uponthemselves to build a tool to make their jobs easierand more effective and to devise new ways to makecomplex network and routing choices. They namedThanks perhaps to the workgroup’s efforts tothemselves Baker in honor of a late colleague, Mikerethink how Southwest handles unanticipated dis-Baker, who was passionately committed to improv-ruptions, the Baker group seems to have helped theing the airline’s routing system.airline boost on-time performance (OTP) duringWhen the workgroup first formed, its primaryextreme winter storms by more than 200 percent,focus was on developing a tool that could acceler-while canceling fewer flights.ate SoDs’ ability to address major disruptions moreThis data highlights the airline’s performanceeffectively for both passengers and crew. After creat-in severe weather disruptions—defined as majoring a preliminary version, Baker members split theirstorms affecting three or more major cities for an ex-time between further developing and refining thetended duration. To measure its efficacy, Southwesttool, managing the actual network operations usinglooked at performance across three winters over thethe tool, and using the results as a basis for reflectingcourse of the Baker group’s activities. Winter stormon and refining their collective approach to makingHercules occurred in 2014, prior to the Baker work-trade-offs in large, network events. The humans ingroup shifting to emphasize more proactive deci-the network still must weigh the trade-offs and makesions; Thor hit in 2015, after the SoDs had adoptedthe decisions, but the tool can give them visibilitya proactive stance and had implemented several ofinto the implications of their decisions. By being in-the workgroup’s changes, such as not defaulting totimately involved in the development and use of theoperate all possible flights; and Olympia, in 2016,tool as well as in real-life, real-time decision-making,followed further refinement of the Baker group’sthe workgroup members have a firsthand perspec-solutions and implementation of the Baker tool.2tive on where the program successfully acceleratedSince its formation in 2015, the workgroup hasperformance—and where it needed improvement.not only improved the airline’s performance duringadverse weather conditions—it has helped improveFigure 2. Southwest winter storm performance, 2014–1629%Hercules(Winter 2014)11%61%Thor(Winter 2015)Olympia(Winter 2016)6%74%4%On-time performanceSource: Southwest Airlines.CancellationsDeloitte Insights deloitte.com/insights3
Southwest Airlines: Baker workgroupOTP for all Southwest flights by 2.11 percent. This isfriction, Prioritize performance, and Frame a pow-a significant jump given that airlines normally mea-erful question.sure improvement in OTP in tenths of a percentagepoint. And while many airlines have gamed theirOTP numbers by canceling flights, Southwest can-SEEK NEWCONTEXTSFRAME AMOREPOWERFULQUESTIONceled 900 fewer flights than it had prior to Bakerover a similar period of time.3CULTIVATEFRICTIONIn addition, the total number of customers de-VOPRO KETHGEhave to be canceled, the workgroup’s efforts allowedPELfully implemented in 2016.4 And when a flight didPRIORITIZEPERFORMANCETRAJECTORYPULL T OMAXIMIZEPOTENTIALFOR FRICTIONover two years once the workgroup’s solutions wereSouthwest to give passengers more advanced warn-ELIMINATEUNPRODUCTIVEFRICTIONing. Prior to the workgroup’s formation, SWA passengers regularly received cancellation alerts twoERREFLECTMORE TO LEARNFASTERhours or less before departure time. By the end of2016, passengers were receiving such notificationsROlayed by two or more hours decreased by 95 percentPBIASTOWARDACTIONCOMMIT TOA SHAREDOUTCOMEup to 10 hours in advance,5 averting many situations in which passengers arrive at the airport onlyto learn their flights have been canceled. The moreCOMMIT TO A SHARED OUTCOMElead time Southwest could offer passengers, thegreater the likelihood the airline could seat them onnew flights. As a result, the itinerary completion—The Baker workgroup formed around the sharedthe rate at which passengers that reach their intend-desire to create a tool that woulded destination—has improved dramatically as well.help the SoDs improve on-timeOTP, cancellation rate, and passenger itineraryperformance while also makingcompletion are the three measures of success thattheir jobs easier.matter most to these frontline workers. They be-Dealing with disruptions suchlieve that an impact there could generate both great-as snow and strong winds had re-er customer satisfaction and lower operational costsquired highly manual work and hours ofacross the airline, directly affecting both revenuecoordination. Not only had it been difficult to seeand margins. In addition, the proactive, faster, andthe impact of a certain set of decisions until thingsmore-informed decision-making enabled by thewere already in motion—separating skill from luckBaker workgroup’s solutions have reduced turnover.after the fact was challenging. As the group gainedAs one SoD said, “With three hurricanes in a month,momentum on the tool, the shared outcome shifted:in the past that would have been all hands on deck,It was less about the tool itself and more about an24/7, for weeks to repair the system and get passen-ongoing commitment to improving itinerary com-gers home. With the tool and our approach, it’s apletion, canceling fewer flights, and having morewhole different job.”flights arrive on time. This commitment aligns withPractices in playpassenger-friendly. The workgroup believed that ifSouthwest’s long-standing commitment to beingit could have a significant impact in those two areas,The Baker workgroup uses five intersectingit would improve the experience for both passen-practices: Commit to a shared outcome, Reflectgers and crew. Having the dispatchers spearheadmore to learn faster, Maximize the potential forthe creation of the software tool they themselves4
Southwest Airlines: Baker workgroupwould use ensured that the outcome sought by de-including those of dispatchers and crew schedulers,velopers and users was shared, too.to capture the collective experience from previousevents, especially for large disruptions.REFLECT MORE TO LEARN FASTERMeasuring the effects of exception handlinghad been incredibly challenging, but Baker’s toolOne important practice that the Baker groupallowed Southwest to identify patterns, establishbrought to network operations was that it celebrat-trends, and recognize anomalies far more quickly.ed exceptions. Until the work-The tool enabled the workgroup to reflect on thegroup was convened, excep-trade-offs before taking action; it also provided newtion handling remained a sorttransparency, across the entire network, feeding re-of “shadow activity” withinflection and discussion with hard numbers, both inthe organization—every SoDthe moment and after an event. There are so manyhad her own way of dealingdifferent ways to dissect a solution that, even withwith network disruptions. Even more frustrating:the tool, there’s rarely a right or wrong answer, butDisruptions and ad hoc solutions often went un-it has allowed SoDs to focus their energy on lookingacknowledged because they seemed to provide evi-at the trade-offs rather than on manually playingdence that the processes in place weren’t working.out the decisions in spreadsheets.As operations expanded and the frequency ofFor the workgroup members, being both creatorsdisruptions increased, group members had noand users of their own tool paid extra dividends.choice but to confront these exceptions. However,They constantly sought feedback from their col-Baker went beyond confronting them—it aimed toleagues—indeed, their colleagues sought them outadopt a new mind-set about treating disruptions asto give feedback—and the faster they implementedan important part of the business and changing thefeatures and enhancements, the better their ownculture of the organization to one of making thesework lives became. Discussing the feedback on thedisruptions and the impact of decisions transpar-tool and prioritizing tool enhancements and fixesent so that members could learn from them. Forhave actually served as a vehicle for the workgroupinstance, with winter storm event Thor, Southwestto reflect more broadly on the trade-offs and howhad moved toward being more proactive, but it stillto weigh certain variables. The tool revealed sometook the airline a painfully long time to execute thethings that members didn’t understand previously—decision to shut down an airport and reroute thosefor instance, that cancellations might be less dam-flights. For Olympia, the Baker group had learnedaging than delays or that they should focus more onthe cost of delayed action and was able to make“canceling the right flights” rather than just avoidingrerouting and cancellation decisions much faster;cancellations. These types of revelations opened thenot only did it affect passengers less negatively—door to revisiting other assumptions they all madeit affected all operations less negatively, with lessabout the network.pain for employees. The Baker group celebratedWhere previously SoDs made many decisionssuch exceptions, seeing them as opportunities andon gut instinct and had little way of evaluating theembracing each chance to get better at handlingquality of their decisions, the tool provided a richsituations members couldn’t fully anticipate.data input that changed their ability, as individu-The workgroup also promoted a more proactiveals and as a group, to reflect on the trade-offs theyapproach to managing the network, requiring a newmade. One learning that came from this reflectionlevel of pre-reflection to anticipate the effects onwas that following gut instinct often led to subopti-multiple parts of the system. This included bring-mal decisions.ing in perspectives from outside the workgroup,5
Southwest Airlines: Baker workgroupMAXIMIZE POTENTIAL FOR FRICTIONPRIORTIZE PERFORMANCE TRAJECTORYWhen it came to recruiting members, the work-The Baker workgroup needed to optimize thegroup prioritized passion over skill. Not all SoDsnetwork’s performance based onwere eager to embrace change, but Bakermultiple factors. When it came tomembers seemed to have a deepchoosing which factors to prioritize,passion to improve the way thingstrade-offsworked—and they sought out oth-abounded.Membersprioritized a trajectory of con-ers with the same mind-set. A keytinuous improvement of the keydriver of the group’s success was its abilitymetrics that represented whatto catalyze and amplify the passion of eachwas most important to their business: satisfyingof its members.customers.Importantly, the SoDs who formed the work-As a starting point, members acknowledged thatgroup also recruited members from beyond theirthey no longer really knew, in the larger system,own departments, bringing in software developershow some of their daily trade-offs worked. Thatwho could challenge and guide the work as corewas the genesis of the tool, but practically it meantmembers. They also continued to leverage the con-that they would inevitably make mistakes on thenections they had with all of the operational groupsway to understanding the interdependencies andin their traditional SoD roles to bring in neededmaking the best decisions for the business. It alsoskills and perspectives as they debated trade-offsacknowledged that they would inevitably subopti-and alternatives and developed the tool.mize certain parts of the system or certain metrics,Typically, tools such as the one the Baker groupin service of driving improved overall performance.was developing might be built in isolation by a tech-The difference now was that they would have morenology department, then rolled out to users whodata to compare trade-offs—and a tool that actuallywould love it or hate it; the developers would neverlet them test out different solutions.see it in action or talk with users about their reac-For example, consider an inbound plane thattions to the tool. What feedback developers get ishas just triggered an unexpected maintenance issue.often limited to short, one-way written comments.If Southwest delays the next flight to fix the issue,By bringing together the diverse perspectives ofit would result in 260 missed connections for in-SoDs and developers, shoulder to shoulder in adividual customers and cause the crew to time-outroom with live feedback from their SoD peers, theone leg sooner, leaving them at different airportsBaker group heightened the friction that could helpthan they were scheduled to fly out of on their nextcreate a better tool. They could all also see whatshift. If the airline proactively cancels the flight—worked and what didn’t in the moment, bolsteredand the rest of those on that plane’s itinerary—andby trust and a shared understanding of each other’srebooked passengers on other flights, it would cre-jobs. For example, one day the Federal Aviation Ad-ate 20-minute delays for 3,000 customers, but ev-ministration ordered a noise-restricted approacheryone would make it to their destinations. Whichpath for an airport in the Midwest (a request SoDsdecision produces the least bad outcome? Shouldwere accustomed to addressing). Instead of follow-SWA cancel a flight with five hours’ notice, or useing the traditional, multistep procedure, the SoDsthose five hours to try to increase the odds of givingin the Baker group wheeled their chairs over to thecustomers what they expected? One thing the Bak-software engineers and together created the newer group has learned is that the airline now has soapproach in a span of a few hours.many flights connecting throughout the system that6
Southwest Airlines: Baker workgroupsometimes canceling a handful of flights actuallysame time, they’ve recognized that part of improv-displaces fewer passengers than running a flight late.ing the airline’s performance is getting everyone toThis web of trade-offs was one that dispatchuse the tool. While it hasn’t displaced the overallsuperintendents had navigated for years, but mostperformance objective, Baker now prioritizes en-of those trade-offs weren’t explicit or couldn’t behancements to the tool that can make it simplerknown with certainty. Previously, the airline hadand easier to use—plenty of defaults and a cleanerdefaulted to letting all flights run. Canceling a fullyinterface—so that all of the SoDs are using it morebooked flight just wasn’t done because SoDs as-often, not just during complex weather disruptions.sumed that canceling would clearly have the mostThis has had an impact on the trajectory of adop-negative impact on customers and the system. Andtion: Each new enhancement gets someone excited,given the complexity, just propagating a cancella-often someone who wasn’t previously. According totion through dispatch, customer service, and crewgroup members, adoption of the tool rose 200 per-schedules was overwhelming. Now, the Baker groupcent after one recent release.has seen how making proactive cancellations or re-FRAME A POWERFUL QUESTIONroutings can have a positive impact not just on getting customers to their destinations but on otheroperating metrics as well.This group was formed when a few SoDsThe workgroup, and the tool, made more visibleasked themselves a question their colleaguethe implied trade-offs and the implications of theirhad asked five years earlier: How can we useactions across the airline. Now SoDs could tracktechnology to see the impact of our decisionshow one cancellation’s effects cascaded across theand make better ones?network, affecting passenger connections, crew, andIt came from the recognition that whateven scheduled maintenance. Previously, dispatch-worked for a regional airline—relyingers would rely on gut instinct to make such calls, buton gut instinct, prior experience, andthey couldn’t inform their instincts with data. Themanual calculations and updates, op-Baker group changed that. Today, every Southwesterating all possible flights—was insufficient for adispatcher decision still has its trade-offs, but nowmajor carrier. Southwest had added more planes,all involved know what the trade-offs are. SoDs alsoroutes, crews, and stations, but the way in whichhave more informed discussions with other depart-dispatchers approached network disruption hadn’tments, especially in major weather events, wherecaught up. Meanwhile, they were working harderthey can focus on the impact for the most importantthan ever.performance metrics for the network rather than forAn SoD colleague, the late Mike Baker, had askedeach department.a similar question—he was just a little ahead of hisThe workgroup also prioritized trajectory in thetime. He was convinced that there had to be a bet-development of the tool itself, making trade-offs inter way to leverage the dispatchers’ years of experi-the use of resources to focus on what would helpence, to learn from their past decisions, and makethe group make an impact faster on the metricssmarter routing decisions in the future. But withoutof on-time performance and flight cancellations.access to real-time data for decision analytics, theRather than build a sleek interface that could im-tool he envisioned was never operationalized.press upper management, they built a tool aimed atFast-forward five years. Now with access tohelping SoDs in the field. Baker members continu-abundant system-wide data, the powerful ques-ously prioritize development of changes that SoDstion for the SoDs was: How could they honor Mikebelieve will improve their ability to run the networkBaker’s legacy to make smarter routing choices andand have an impact on the metrics that matter tomake a complicated job a whole lot easier? Theykeep moving performance up the curve. At theformed a workgroup committed to addressing the7
Southwest Airlines: Baker workgroupvery question that he had posed and named it in hiswe could capture all of our knowledge, experience,honor. Baker is now mentioned hundreds of timesand day-to-day decisions in a tool and put harda day throughout the organization, and his passionnumbers to them and make us all better. Now we’refor championing smarter routing decisions will liveon the brink of completely changing the game foron throughout the next generation of SoDs. As oneairline network operations. As we make progress, itgroup member said, “When I first heard this idea,opens our eyes to what is possible.”I thought it was science fiction—there was no way8
Southwest Airlines: Baker workgroupENDNOTES1.Per company-provided information. This case is based on a series of interviews, conducted on-site at DallasLove Field as well as via telephone with leadership and members of the Field Tech group, between April andNovember 2017.2.Steve West, senior director, “Network Operations Control,” 2016.3.Per company-provided analysis.4.Per company data and analysis.5.Per company data.9
Southwest Airlines: Baker workgroupABOUT THE AUTHORSJOHN HAGELJohn Hagel is co-chairman of Deloitte Center for the Edge; he has nearly 35 years of experience as amanagement consultant, author, speaker, and entrepreneur and has helped companies improve performance by applying IT to reshape business strategies. In addition to holding significant positions at leading consulting firms and companies throughout his career, Hagel is the author of bestselling businessbooks such as Net Gain, Net Worth, Out of the Box, The Only Sustainable Edge, and The Power of Pull. He ison LinkedIn at www.linkedin.com/in/jhagel and on Twitter @jhagel.JOHN SEELY BROWNJohn Seely Brown (JSB) is independent co-chairman of Deloitte Center for the Edge and a prolific writer,speaker, and educator. In addition to his work with the Center for the Edge, JSB is adviser to the provostand a visiting scholar at the University of Southern California. This position followed a lengthy tenure atXerox Corp., where he was chief scientist and director of the Xerox Palo Alto Research Center. JSB has published more than 100 papers in scientific journals and authored or co-authored seven books, including TheSocial Life of Information, The Only Sustainable Edge, The Power of Pull, and A New Culture of Learning.ANDREW DE MAARAndrew De Maar is head of strategy at the Deloitte Center for the Edge where he works with seniorleaders to rethink what’s required for success in a more rapidly changing world by helping them toreframe their approaches to strategy, innovation, and business transformation. He has worked broadlyacross industries on emerging opportunities at the edge of business and technology. His writing andspeaking focuses on the opportunities we all have—as individuals and institutions—to achieve moreand more of our potential over time. He has an MBA from Stanford University and is on LinkedIn atwww.linkedin.com/in/AndrewdeMaar.MAGGIE WOOLLMaggie Wooll is head of eminence at Deloitte Center for the Edge; she combines her experience advisinglarge organizations on strategy and operations with her passion for getting the stories behind the data andthe data behind the stories to shape the Center’s perspectives. At the Center, she explores the emergingopportunities at the intersection of people, technologies, and institutions. She is particularly interestedin the impact new technologies and business practices have on talent development and learning for thefuture workforce and workplace. She is on LinkedIn at www.linkedin.com/in/margaretwooll.10
Southwest Airlines: Baker workgroupRESEARCH TEAMMichael Ding was a research fellow at Deloitte Center for the Edge; he is passionate about seeking technology and analytics driven approaches to address challenging problems. As a senior consultant withinDeloitte’s Cyber Risk Services, he has assisted clients with discovering and managing information security and privacy risks across a range of industries, including technology and retail. At the Center, Dinghas researched extensively on continuous improvement methodologies related to agile, DevOps fromleading enterprises and scalable learning from emerging e-sports ecosystems.Ryan Gatti was a research fellow at Deloitte Center for the Edge, focused on the intersection of strategyand innovation. He is passionate about understanding how the world is changing and, in particular, howdisruption will affect fintech players, emerging markets, and broader ecosystem plays. As a consultantwithin Deloitte Consulting LLP’s Strategy practice, Gatti has helped clients analyze competitive threats,better understand players on the periphery, enter new markets, and stand up corporate innovationunits. At the Center, he focused on innovation, scouting organizations that are operating on the edge ofwhat is possible, and establishing broader partnerships across the ecosystem.Dalia Katan was a research fellow at Deloitte Center for the Edge; she is a strategist and designer passionate about using design thinking to foster creativity and human connection in the workplace and totransform the work for the future. Working within Deloitte’s Strategy & Operations practice, Katan hasworked with consumer products and technology clients to solve problems related to brand, growth, andinnovation strategy. At the Center, she focused on learnings from technology, emergency response, andhospitality industries that may help teams improve their performance over time.Abigail Sickinger was a research fellow at Deloitte Center for the Edge, passionate about exploring howthe rapid evolution of technology is making it difficult for humans to keep up and their organizations toremain relevant. At the Center, she delved into the group dynamics and decision-making that shape howpractices are adopted and replicated within an organization. As a consultant within Deloitte’s Strategyand Operations practice, Sickinger has helped a range of clients, from public transportation to pharmaceutical company to a youth education nonprofit plan for and take advantage of new opportunities.11
Southwest Airlines: Baker workgroupACKNOWLEDGEMENTSWe could not have developed this topic without the generous and open participation of the followingindividuals: Brandon Beard, Mike Perna, John Strickland, Dave Fischer, Barry Lott, Jesse Luck, MattHafner, Steve Hozdulick, Ryan Files, Charles Cunningham, Alan Kasher, Sonya Lacore, Jeff Hamlett,Craig Drew, Paul Butler, Merlin Ward, Annalie Killian, Terry Young, Nikelii Bennett, Irineu Romano,Adam Goldstein, Luz Luna, Hani Eid, Patricia Conway, Gray Shealy, Raimund Gschaider, FernandoIglesia, Adam Goldstein, Harri Kulovaara, Kevin Douglas, Kelly Gonzalez, Xavier Leclercq, JosephMiorelli, Diane Stratton, Paris Swann, Gaby Landa, Erin Barton, Jaime Lemus, Carla Makela, ZackCangiano, Gabe Trujillo, Daniel Schneider, Eric Lewis, Kelly Watkins, Neil Shah, Sheela Subramanian, Elain Zelby, Emily Stephens, Richard Hasslacher, Michael Lopp, Julieanna Gray, Melody Khodaverdian, Anastasia Afendikova, Jamie Feeley, Jimmy Lee, Matt Schwartz, Walter Villavicencio,Venkat Venkatakrishnan, Justin Berger, Randy Reeves, J. Taylor Dawson, Naama Gorodischer, Yotam Politzer, Stanley McChrystal, Frank Kearney, Maureen LeBoeuf, Rebecca S. Halstead, James“Spider” Marks, Jen Rubio, Steph Korey, Alyssa Pollock, Lynda Hruska, George Samuels, Coran Lill,Skip Skivington, Vivian Tan, Joy Marcus, Jan Ferguson, Michael St. James, Jason Wiseman, ArielYoffe, Ryan Villanova, Samantha Klein, Jake Guglin, Antonia Cecio, Kiomi Sakata, Bronson Green,Carson Cland, Dennis Holden, Matthew D’Amato, Lisa Gluskin Stonestreet, Erich Stonestreet, andSha Huang.In addition, we are grateful to the colleagues and friends whose enthusiasm and insights helped shapethis topic: Maynard Webb, Guarav Tewari, Waguih Ishak, Dick Levy, Brian Rouch, Doug Bade, DougGish, Andrew Blau, Cheryl Pinter-Real, Jacquie Obi, Joseph Bakal, Tom Nassim, Lynne Sterrett,John Tripp, David Kuder,
Southwest Airlines: Baker workgroup Southwest Airlines: Baker workgroup Reducing disruption and delay to accelerate performance A CASE STUDY IN THE BUSINESS PRACTICE REDESIGN SERIES FROM THE DELOITTE CENTER FOR THE EDGE S OUTHWEST Airlines (SWA), based in Dallas, operates mor
the Southwest fleet on alert. Over the past decade, the workgroup has reduced that number from 8 percent to just over 3 percent (see figure 2). And it wasn't a result of adding more people—during that span of time, the number of defects each technician Source: Southwest Airlines. Deloitte Insights deloitte.cominsights 0 2 4 6 8
Southwest Airlines, Spirit Airlines, United Airlines and US Airways. . to have a good competitive edge from their competitors. To the best of the candidate's knowledge, there has not been much research done on . "Can aspectbased sentiment analysis of 10 US Airlines namely Alaska Airlines, America Airlines, Delta Airlines, Hawaiian .
Alaska Airlines Jet Blue Airlines Southwest Airlines Delta Airlines United Airlines American Airlines 1% 7% 10% 9% 10% 17% 21% 28% 23% 27% 0% 4% 6% 4% 5% 10% 12% 22% 15% 22% American and United were the airlines most used in the past 12 months. Along with Delta, they are also the most frequently used and
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