A Review and Analysis of Ryanair and Flextronics Operations

It will controvert the tetrad stages In the Hayes and Wheelwrights model of trading executions persona. This will arrogate Flatirons as an example. Ryan Ryan is unrivalled of Rupees largest miserable cost air songs, which operates more than 1,400 flights per day from 44 bases across 27 countries with a fleet of 272 Boeing 737 aircrafts. They operate with a squad of 8,000 personnel and have carried around 73. 5 million riders during 2011 with the average descend of 39 Euros. (Ryan official website) The be unhopeful chart, figure A, from Ryan official website shows the passenger egress in millions from 1995 to 2007.Operations system In every organization, operation strategy provides a framework to determine how the organization should pretzel and utilize Its resources to happen upon Its performance objectives and suck expediency to Its competitors In the pre-defined grocery store place. In another word, once a company defines its role in business and identifies its per formance objectives then it needs a roundabout of framework and guiding principles for decision makers, to ensure that all(prenominal) the objectives atomic number 18 met. These frameworks and guidelines atomic number 18 the principles of what is known as operations strategy.In todays easiness world, operations managers are faced with various challenges regarding development of rough-and-ready strategies in line with organizations -mission and vision- and to properly implement those strategies. Ryan Operations Strategy As a woeful cost airline, Ryan overall framework is to provide air travelers the option of spry to vast number of destinations with the minimum fee possible. To assume that In the dear(p) business environment Like the allure business, Ryan needs to carefully pick out operations strategy to malignant Its basic processs while saturnine the costs as much as possible in distinguishable operation areas.It is important to understand Market qualifiers, in order to dwell in the market. The terms Order-winning and qualifying objectives will be discussed later. Hence in general the efficiency of the Ryan operations should support its market side, as a low-cost airline, and the following are some key elements on how RA manages the processes and implements the operational factors to drop out its results. * Keeping turnaround time at minimum.This has been achieved partly due to improved employee productivity, which could be the result of intense staff bringing up and development, and partly because there are no meals and sees luggage to be potent on to the plane. * Aircraft equipment cost. Using identical aircrafts (Boeing 737) in large quantities helps Ryan to reduce of import cost in repair, operate and storage of aircraft parts. It also gives the company the advantage to negotiate the price of purchasing aircrafts and parts coming all from virtuoso supplier.Apart from those, using identical aircrafts offer reduction in staff train cost as well as flexibility in the schedule of crew and equipment. * Airport access cost. Airport landing and operates fees are much lower in secondary airports and could save the airline a lot of none by diverting flights to these airports. Also diverting passenger traffic to these airports gives Ryan the advantage to negotiate costs with airports by providing high passenger flow. * Customer go costs.Ryan has true its own Internet booking service facility, which sells tickets directly to the costumiers, offering lower prices by cutting travel agency commissions. Using electronic work will give an advantage to trouble to access a range of data for future planning and service enhancement. Apart from that, Ryan has entered into agreements with third party contractors at certain airports for assenter and aircraft handling, ticketing and other go that can be provided in a more cost economic way by third parties. Personnel productivity Ryan endeavors to control its boil cost s by continually improving the productivity of its already highly productive work force. Compensation for employees emphasizes productivity-establish pay incentives, including commissions for on-board sales of products for flight attendants and payments based on the number of hours flown by pilots and cabin crew personnel, within limits set by pains standards will stem to higher personnel interlocking and productivity.Apart from the mentioned bullet points Ryan airs management, reviews the day-to-day experience of the company regularly to modify and flesh out their strategic decisions in order to abide to the companys policy on node services. SOOT Analysis Strength Ryan has been known as Rupees head start low cost airline, which is the companys strongest selling point. Adopting low cost strategy helped Ryan to rapidly amplify of clients and expansion of their operations. Addressing to the marketing trends by adopting Internet services similar booking and ticketing has change d the customer look and has provided all-inclusive range of clients for them.Last but not least(prenominal), rapid expansion of flight routes and aircrafts, has provided more frequent flights and destinations to air travelers. Weaknesses weaknesses too. qualified customer service, deceiving advertisement and low quality services are among those weaknesses, which has lead to heavy(a) publicity for the company. Opportunities Ryan, according to its strength, has opportunities to still dominate the European airline industry in term of providing more quality service standards and maintain its positioning as a low cost airline.By determining the latest trends in airline industry and meeting the up to dated demands of customers they are satisfactory of gaining more customers to be the number one airline company in the whole region. Threats Given the competitive nature of airline business, Ryan is faced with the fateful threat of competition. To tackle that, Ryan needs to constantly p rovide highly effective and economical new products with higher quality services comparing to competitors. Strengths Rupees first low-cost airline IT Services Rapid Expansion Strengths Weakness Restricted customer servicesLow quality service Also to maintain the advantage, Ryan needs to make up its destinations to cover more customers by flying to new regions and at the same(p) time increase its customer service to ensure passengers satisfaction. Opportunities Providing quality service standards Defining new IT service standards Expansion to more destinations Opportunities Competition diminution of passengers in airline market Threats Figure B Ryan operations Strategy SOOT Analysis Market qualifiers and order winners laissez passer and order-wining factors are shipway to distinguish a company from its imitators within the market.Order winning factors are in general those aspects, which contribute to promote the service or product to the highest level of costumer satisfaction a nd help the business to stand ahead of other competitors in the market. On the other hand, qualifying factors are those aspects of the service provider, which should be met to attain the consideration from costumers for business. Costumers needs and wants along with competitors market standards define weather a factor is a qualifier or a winner.Market qualifiers and order winners that would carry to a owe-cost airline market are as follow Qualifying Objectives I Order winning objectives I Low cost fares I Free minimum luggage services I Covering wide destinations I Variety on-board service (food, beverage, pillow, blanket) I Reasonable quality alleviate I Priority boarding I Safety emergency protocols I Free on-board entertainment I Direct booking ticketing services I Pre-assigned seats for passengers I High-frequency flights I Ground services on discrepancy (bus services to airport) I In-flight food beverage availability with charge I Ground services on arrival (car hire, I Luggage services with charge I More comfortable seating I transportation) I Internet and communication services on board I Flatirons Flatirons is an electronics manufacturing services provider, which specializes in supply chain services such as advancement and transportation, as well as design, engineering and after sales services within several markets including automotive, computing, consumer, industrial, infrastructure, medical and mobile.Based in Singapore, Flatirons is behind well-known brands like -but not limited to- HP, RIM, Motorola, Microsoft, Dell, Cisco, Sony Ericson and IBM. (Flatirons official Website) Flatirons Operations Strategy As one of the global leaders in design, manufacturing and scattering and after sales market services, Flatirons operations strategy must be designed in a way to address the needs for low-costs, responsive and flexible product and services. To achieve this Flatirons has adopted the following strategies * Extensive network of design, manufac turing and logistics facilities. These extensive networks are placed in the worlds major electronic markets helping Flatirons to address each customers that simplify global product development and supply processes.Through his, Flatirons is able to go with the life cycle of the products from its initial design to volume production, test cycles, distribution and post sales services in a more efficient manner. * Integrated industrial place. These industrial parks are positioned in low cost regions close to the Flatirons costumers and world markets, giving them the advantage of delivering the products and services in a very large scale and as cheap as possible. Also Flatirons encourage its own suppliers to position in these industrial parks for easier access. Through this strategy Flatirons reduce major cost of shipping, handling and storing products.Hayes and Wheelwrights four stage of operation contribution Professor Hayes and Wheelwright developed a four-stage model to evaluate th e role and contribution of operations attend to. These stages are as follow 1. Internal Neutrality Lowest level of contribution by operations function. It does not react upon competitive success and the posture is to avoid mistakes. 2. External Neutrality At one level higher, in this stage the company begins to look outside and compare itself with its competition. The objective whitethorn not be to be the best but at least to implement the best practice with regards to other market players. . Internally substantiative Operations at this stage are among the bests in their market. Developing reserve operations resources to support companys strategic goals is at the most priority. 4.Externally Supportive At this stage the operations functions are designed to provide a pedestal for competitive success. Adopting a long-term view, considering the future changes in the market and consumer behavior helps the company to be one step ahead of the market. The four-stage model of operation contribution Looking at Flatirons and considering the four stages of operations contribution, it is Lear that the operations function of Flatirons is a very good example of stage 4 externally supportive Operations. As mentioned earlier, through an extensive network of design, manufacturing and after-sale services, Flatirons can deliver its services at the most appropriate locations, which shows in depth companionship of costumer behavior understanding.