AA airlines has nearly 100 destinations and is the seventh largest carrier in the U.S. The management has an unwavering kind of commitment towards attaining quality. They have a highly participative quality culture. They evaluate themselves in different aspects by collecting more than 100 quality and other performance metrics every day. The company is known for outstanding service. Service recovery efforts is an area where they need to improve a little bit more. To determine: Some ways AA airlines can ensure that their quality and performance metrics are met when they outsource their ground operations to a contract provider.

Question

Want to see the full answer?

Answer 1

Question

Chapter 6, Problem 2.1VC

Summary Introduction

Case summary:

AA airlines has nearly 100 destinations and is the seventh largest carrier in the U.S. The management has an unwavering kind of commitment towards attaining quality. They have a highly participative quality culture.

They evaluate themselves in different aspects by collecting more than 100 quality and other performance metrics every day. The company is known for outstanding service. Service recovery efforts is an area where they need to improve a little bit more.

To determine: Some ways AA airlines can ensure that their quality and performance metrics are met when they outsource their ground operations to a contract provider.

Expert Solution & Answer

Want to see the full answer?

Check out a sample textbook solution

See solution

Students have asked these similar questions

The American Society for Quality (ASQ) defines quality as "the totality of features and characteristics of a product or service that bear on its ability to satisfy given needs". a) Comment on this definition - is there anything you would add or change to improve it? b) Describe two statistical tools or quantitative methods that might be employed to quantify an organization's ability to meet customer expectations, Be sure to include an explanation of how, specifically, each tool or method enables the accurate assessment of organizational output (product or service).

Because of the poor quality of its cars, Hyundai watched its U.S. sales drop from 264,000 cars to 90,000 cars in just two years. Hyundai cars ranked 26th out of 35 car brands in terms of initial car quality as measured by the influential J.D. Power Initial Car Quality survey. With $6.6 million in debt, a $1 billion investment for a new manufacturing plant in Alabama, and the company’s first-ever loss, Hyundai’s new chairman, Chung Mong Koo, declared that improving quality was the only way to fix the company.The challenge for Chung was to get his managers to put quality, and not costs, first. So he sent a visible, meaningful message that poor quality would no longer be tolerated. During one plant visit, Chung demanded to see under the hood of a car on the production line. He was furious when he saw loose wires, tangled hoses, bolts painted four different colors - tremendous deviation from what the engine compartment was supposed to look like. On the spot, he instructed the plant…