El paro en españa

Su
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1 - Take any case discussed in class. Comment what you have learnt from it and how you can apply these learning in real life.
Better than just one, lets travel along all cases reviewed and pinpoint the key concepts learned. Lots of lessons learned in supply chain management.
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But If I have to choose, SW Airlines case of study is, from my standpoint, the most interesting one in terms of operations optimization and business model based in flying multiple short, quick trips into the secondary (more efficient and less costly) airports of major markets, and using only one aircraft type, the Boeing 737.
They don’t use the more traditional hub and spoke flight routing system of most other major airlines, preferring instead the point topoint system operating more than 3,300 flights a day. Which is a terrific amount of flights for an airline, that requires being extremely efficient while planes are on land.
Southwest tries to use secondary airports which generally have lower costs and may be more convenient to travelers than the major airports to the same destinations. 80% of their passengers are local which means that only a20% are connecting passengers.
The success and profitability of Southwest's business model led to a common trend being named after the company, the Southwest Effect. Since Southwest's original mission in Texas was to make it less expensive than driving between two points (in the early 1970s, during the first major energy cost crisis in the U.S.), it developed a template for entering markets atrates that allowed the airline to be profitable, yet only on the basis of lean operations and high aircraft use.
They have serve as inspiration to other low-cost companies as Ryanair or Easyjet which I think is a high valuable contribution to all of us real lives.
2 - What do you think is the root cause of the current quality issues Toyota is
*facing? *What recommendations will you givePresident Toyoda to solve them?
Toyota , first auto maker in the world, quality recalls forced the company to retire 5 million vehicles from the market. Facing the challenge of restoring customer confidence in Toyota.
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Where exactly is the problem? And more important, what caused the problem?
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It is more sensible to think that Toyota technical andtechnological issues are just the consequence of stepping out of the “Toyota Way”, object of study in many business schools and a system adopted by other reputed manufacturers. The company’s relentless drive to lean processes but focused in cost reduction, may have undercut quality in an increasingly complex enterprise and product line.
Toyota may have abandoned its lean principals as it grew intoa global powerhouse with many moving parts. As Toyota grew, it fell prey to the same “big-company disease” that humbled General Motors. Lean means more than simply cutting costs, squeezing suppliers or streamlining. Risks are magnified as companies expand globally and offer their products in greater volume. Also, the growing technological complexity of everything from cars toelectronics makes it harder for manufacturers (suppliers of common parts) to diagnose problems in the early stages before the issue becomes more widespread. Toyota and other automakers have use common parts and designs across multiple product lines and reducing the number of suppliers in order to procure parts in greater scale and comply with the aggressive time to market tobe number 1. These practices do help reduce waste, they also introduce risk. {draw:frame}
*It takes years to win a customer and seconds to lose one. Mechanical and technological troubles must be solved to restore damage. Think wider, go back to Toyota principles, manage the *governance of the expansion and recover customer credibility.
Will “hansei” take Toyota out of the crisis?...