Managing Operations of British Airline Company

Running head: MANAGING OPERATIONS
Managing operations
Name of the student
Name of the University
Author Note

1MANAGING OPERATIONS
Table of Contents
Introduction......................................................................................................................................2
Process Explanation.........................................................................................................................3
Just-in-Time.................................................................................................................................3
Production Planning.....................................................................................................................4
Operations technologies...............................................................................................................6
Operations Strategies...................................................................................................................9
Discussion of Operations Management Theory............................................................................10
Total Quality Management........................................................................................................10
Deming’s 14 Points....................................................................................................................12
Conclusion.....................................................................................................................................13
Recommendation...........................................................................................................................13
Reference.......................................................................................................................................14

2MANAGING OPERATIONS
Introduction
Virgin Atantic is a British Airline company having its head office in head offce in
Crawley, United Kingdom. Virgin Atlantic aircraft is operating with a three-class cabin
configuration that includes Economy, Premium Economy, and Upper Class. The various
operations management techniques of the organization includes designing of goods and services,
quality management, process as well as capacity design, location strategy, layout design and
strategy, job design and human resources, supply chain management, inventory management,
scheduling, as well as maintenance.
The organization, however, is being faced with certain problems that includes the
problem of making investment in new plant or machinery, problem relating to the location of
business premises that includes challenges relating to new quality processes, problems relating to
distribution of products or the problems associated with the development of control processes.
It is essential to explain the changes that is required to be made to the operations
processes for providing quality improvements. In this regard, it is required taking into
consideration the current process wuthin the organization. Then, it is required having the
knowledge as to why the organization is required changing the process. The changes that should
be made is required to be clearly identified and it is should subsequently be mesured, analyzed,
improved as well as controlled.
The various topics that will be explained in respect of operations management will be
including the operations technologies, Just-In-Time and Lean Manufacturing, production
planning and employee productivity.

3MANAGING OPERATIONS
Process Explanation
Just-in-Time
In respect of the current problems that are prevailing within the organization, Virgin
Atlantic Airlines can use the Just-In-Time (JIT) production strategy. The major componnets
associated with the Just-In-Time production strategy are having only the necessary inventory
when required, improving quality to zero defects, reducing lead times through the reduction in
setup times, queue lengths as well as lot sizes, having an incremental revising regarding the
operations as well as accomplishing these thigs at a very less cost. The major goal relating to
Just-In-Time manufacturing is doing the reduction of the manufacturing lead times. This can
basically be actualized through a radical reduction regarding work-in-progress (WIP). Moreover,
a slight increase in the capacities of production will be leading towards a major reduction
regarding manufacturing lead times as well as major reduction of work-in-process inventory
(Talib 2013).
JIT applications can be successfully used regarding repetitive manufacturing, operational
aspects in which standard product batches get produced at increased speeds as well as volumes.
However, in respect of implementing JIT production strategy in Virgin Atlantic Airlines, there is
the requirement for making specific changes to the new plant as well as the way its management
is being carried out. In this regard, there is the requirement for stablizing the schedules of
production, increasing the work centre capacities, improving the quality of product, cross-
training of the workers, reducing the breakdowns of equipments and developing long-term
supplier associations.

4MANAGING OPERATIONS
The JIT manufacturing components is associated with the aspect of doing the elimination
of the waste, doing the enforcement of problem solving as well as continuous improvement,
reduction in the inventories as well as working towards repetitive manufacturing. There also
occurs the elimination of waste in manufaturing by making only what is required presently,
reducing the waiting through the coordination of flows as well as balancing the loads, reducing
or eliminating the handling of materials as well as shipping, eliminating every unrequired steps
of production, reducing the set-up times as well as increasing the rates of production, eliminating
the human motions as well as eliminating the defects as well as inspections. Just-In-Time is also
considered being a method of imposed solving of problems (Talib 2013). One of the steps is
lowering the inventory in a gradual manner for exposing the problems as well as forcing the
solutions.
Regarding the development of the control processes, JIT is having a strong component
regarding the aspect of training as well as worker’s involvement, there is the requirement for
developing a culture of mutual trust as well as teamwork, also there is the need for developing an
attitude of loyalty towards the team as well as development of self-discipline. One more key
component of JIT is the process of empowering the workers, providing them with the authority
for solving the problems associated with production. Just-In-Time is considered being a pull
system, where only the next stage of production is being looked at and determination is made
regarding what is required there and then only those producttions are being made (Talib 2015).
Production Planning
In respect of the problems related with the distribution of products, there is the
requirement for doing the the development as well as evaluation of the matching plan of
production. The rate of production gets dictated with the help of the aggregate demand that has

5MANAGING OPERATIONS
been forecasted, the forecasted aggregate demand will get converted into the necessary level of
workforce through the use of the production time information. The primary expenses regarding
the strategic aspect are the costs relating to the changing levels of workforce from time to time.
The development as well as evaluation of the level production plan is associated with the gap
between the amount planned for production as well as the filling of the forecasted demand with
either inventory or backorders such as, no overtime, no idle time and no sub-contracting. In
respect of services that are considered being standardized, aggregate palnning might be less
complex than in processes that do the production of products (Stevenson 2015). In respect of
customized services, there might occur difficulty in respect of doing the specification of the
characteristic as well as extent of services that would be performed in respect of every customer
and customers might be considered being an integral part of the system of production.
The kinds of production-planning as well as control systems include the pond-draining
systems, push systems, pull systems, as well as concentrating on the bottlenecks. The pond-
draining processes is emphasizing on holding inventories regarding materials for supporting the
production, and there is very limited information that is passing through the system. With the
drawing down of the inventory level, there occurs the placement of the orders with the supplying
operation for repoenishing the inventorym and this might be leading towards excessive
inventories and is rather not flexible in its capability toward responding to the requirements of
the customers (Slack 2013). The push systems is using the information regarding the customers,
suppliers, as well as production for doing the management of the flow of materials. The planning
as well as controlling of the flows of materials are done with the help of a series of production
schedules that are stating when the batches of each specific item will be coming out of each
production stage. It might be resulting in significant reductions regarding the inventories of raw-

6MANAGING OPERATIONS
materials and in greater worker as well as utilization of process in comparison to the pond-
draining processes (Sallis 2014). In respect of the pull systems, it can be stated that there will
occur the pulling of raw materials as well as parts from the back of the system toward the front
where they will be getting converted into the finished products, and in this respect, it can be
stated that the successful implementation will be requiring significant preparation. By focusing
on the bottlenecks, it can be stated that the bottleneck operations do the impleding of production
because they are having limited capacity in comparison to the upstream as well as the
downstream stages, and there occurs the constraints related to the binding capacity that will be
controlling the capacity regarding the system (Sabella 2014).
Operations technologies
Earlier the meaning of automation was associated with the process of replacing the effort
of humans wih the effort of machines, for saving the cost of labour. In the present time, the
meaning of automation is associated with the aspect of doing the integration of a complete range
of advanced information as well as engineering inventions into the methods of operation in
respect of strategic purposes (Reason, 2016). Also, presently the application of automation is
done not only in respect of labor cost savings, but also in respect of better quality, improved
flexibility as well as faster production as well as product delivery.
The kinds of manufacturing automation will be including the machines attachments such
as the low-cost add-ons to the machines, representing the oldest automation technological
aspects, and characteristically doing the performing of one or more simple operations. Then there
is the numerically controlled machines that are having a system of control that does the receiving
or reading of instructions as well as translating them into machine operations. There has also
been the evolution of the numerically controlled machines that includes the computer

7MANAGING OPERATIONS
numerically controlled as well as the direct numerically controlled (Ooi, 2014). Then there is the
automated quality control inspection that will be taking the physical dimensions of parts,
comparing the measurement to standards, doing the checking of performance as well as making
complete inspection to be feasible economically. Then there is the automatic identification
systems that includes the feeding of sense as well as input data into computers, using the
machine vision as well as optical character identification, and there occurs the reading of the data
from products, documents, parts as well as containers. In respect of the automated proess
controls, there occurs the using of sensors for obtaining the performance measures, doing the
comparison of measures with the standards (Oakland 2014). There might occur the using of
‘expert system’ for determining what process adjustment is essential.
Towards the aspect of redesigning the products in respect of automated assembly, there is
the requireement for reducing the amount of assembly that is necessary, reducing the number of
fasteners that is necessary, designing the elements to be delivered automatically as well as
positioned, designing the products in respect of layered assembly well as vertical incorporation
of parts, designing the parts such that they are aligned individually, designing the products into
key production units, as well as increasing the quality of the component for avoiding the jams in
the machines (Miranda-Silva 2014).
The Automated Production Systems include the Flexible Manufacturing Systems (FMS),
and Automated Storage and Retrieval Systems (ASRS). Regarding the Flexible Manufacturig
Systems it can be stated that, there occurs the loading of kits of materials in respect of a product
on the material-handling process, there occurs the entering of code into compueter identifying
product as well as its location within the sequence. Each production machine will be receiving
the instructions from the computer, automatic loading as well as unloading of necessary tools

8MANAGING OPERATIONS
will occur as well as there will take place the carrying out of its instructions relating to
processing (Mehta 2014). In respect of the Automated Storage & Retrieval Systems (ASRS),
there will occur the process of receiving the orders in respect of the materials from operations,
collecting the materials from the warehouse locations, delivery of the materials to the
workstations regarding the operational aspects. The 3 essential components of Automated
Storage & Retrieval Systems will be including the computers as well as communication
processes, automated handling of materials as well as systems of delivery and storage as well as
systems of retrieval (Mahadevan 2015). The major advantages in respect of Automated Storage
& Retrieval Systems are increasing the storage capacity, incrased system throughout, reduced
cost of labour, as well as improved quality of products as well as services.
In respect of the software system that will be used in respect of automation, there exists
three ‘complex’ computer-based processes such as the Computer-Aided Deisgn and Computer-
Aided Manufacturing (CAD/CAM), Computer-Integrated Manufacturing (CIM) as well as
Enterprise Resource Planning (ERP). In respect of the Computer-aided Design as well as
Computer-Aided Manufacturing, it can be stated it is merger of two processes such as CAD as
well as CAM. It is considered being the automation of switching from the designing of the
product to the manufacturing of the product (Khanam, 2016). In respect of Computer-Aided
Design, it can be stated that it is associated with the automation of certain production design
phases, then there occus the using of computers regarding interactive engineering drawing as
well as design storages and there occurs the installing of the CAD processes towards increasing
the productivity of the designers, improving the designs quality, improving the standardization of
product, improving the documentation of designs as well as doing the creation of manufacturing
database (Johnson 2014). In respect of Computer-Aided Manufacturing, it can be stated that the

9MANAGING OPERATIONS
its capability to progress is slower in comparison to CAD. It is also concered with the aspect of
automating the process of planning as well as production control that includes the plan of
production, preparation of product routings, fixing the machinery settings, preparing the
schedules of production as well as controlling the operations (Jaca 2015). In respect of the
Computer-Integrated Manufacturing, it can be stated that every operations of the organization in
relation to production are integrated with the help of an incorporated computer system for
assisting, augmenting, or automating the operational aspects. Also, the output regarding a single
activity will be becoming the input regading the subsequent acitivity. In respect of the Enterprise
Resource Planning, it can be stated that it is considered being a complex set of software
programs. It does the integration of majority of the functional aspects regarding business within
Virgin Atlantic Airlines. This includes the process related with accounting, human resources,
purchasing, production, logistics as well as e-businesses (Hitt 2016). For instance, in Virgin
Atlantic Airlines, Enterprise Resource Planning is used in respect of air traffic control, as well as
passenger reservation.
Operations Strategies
There is the requirement for ensuring operations strategy so that all the tasks that are
being performed are considered being the correct tasks. Operations strategy is considered being
a plan in respect of the design as well as management of functions regarding operational aspects.
There occurs the focsing of operations strategies on particular capabilities that is giving it a
competitive edge in respect of cometitive priorities. The function of operations strategy is
associated with providing a long-range plan regardng the use of the resources of the organization
to do the production of the primary services regarding Virgin Atlantic Airlines (Herzallah 2014).
The structural aspect will be including the facilties, product flow as well as the technological

10MANAGING OPERATIONS
aspects and the infrastructure will be including the planning and control method, workers, pay as
well as quality.
Figure 1 Process Map
(Source: Created by author)
Discussion of Operations Management Theory
Total Quality Management
Total Quality Management is considered being a management philosophy that does the
integration of all functions of the organization such as marketing, finance, engineering, design,

11MANAGING OPERATIONS
production and so on, for focusing on meeting the needs of the customers as well as objectives of
the organization. Total Quality Management does the viewing of an organization to be collection
of methods. It states that organizations are required striving for doing the continous improvement
of these methods through the incorporation of the knowledge as well as the worker’s experiences
(Heizer 2016). The major principles of Total Quality Management includes management
commitment, staff empowerment, fact-based decision making, continous development, and the
focus of the customers.
The advantages regarding Total Quality Management states that it does the lowering of
costs all through the organizational infrastructure. Since, it is considered to be an all-inclusive
program regarding quality management, Total Quality Management assists different departments
towards communicating their requirements, problems as well as desires with one another, such
that solutions that are considered to be workable can be found out that will assist Virgin Atlantic
Airlines in cutting costs all through the supply chain, distribution chain, shipping as well as
receiving, accounting and departments of management without the loss of productivity or the
capability for operating in a rapid manner when a change is occuring (Dale 2015).
The disadvantages regarding Total Quality Management states that there is a high cost for
doing the implementation of a program relating to TQM, as well as the fact that it might take
many years in respect of the implementation of the full program prior to the seeing of the
benefits as well as results, can be considered being a major disadvanatage regarding a Total
Quality Management program, particularly in the indecisive economic conditions of the present
day. Therefore, Total Quality Management is regarded as a long-term investment (Calvo-Mora
2014).

12MANAGING OPERATIONS
Deming’s 14 Points
Deming’s 14 Points regading Quality Management, is considered being a key concept to
do the implementation of the total quality management. It is a set of management practices that
assist the organizations to do the increasing of their quality as well as productivity.
The 14 Points will be including,
1. The aspect of creating the steadiness regarding the purpose to do the improvement of
products as well as services
2. Adopting the new philosophy
3. Ceasing dependence regarding inspection for the achievement of quality
4. Ending the practice of awarding the business regarding price alone, and as an alternative,
minimizing the total cost by working with an individual supplier
5. Improving in a constant manner as well as forever all the processes relating to
production, services as well as planning
6. Instituting training on the job
7. Adopting as well as instituting leadership
8. Driving out fear
9. Breaking down barriers amongst the staff areas
10. Eliminating slogans, targets as well as exhortations in respect of the workforce
11. Eliminating numerical quotas in respect of the workforce as well as numerical
management goals
12. Removing the barriers that are robbing individuals of workmanship pride, as well as
eliminating the yearly rating or merit process
13. Instituting an extensive education program as well as self-improvement of all individuals

13MANAGING OPERATIONS
14. Putting everybody in the organization to work to do the accomplishment of the
transformation (Ahmad 2014).
Conclusion
To conclude, it can be stated that by taking into consideration Virgin Atlantic Airlines,
certain problems relating to the operations management of the organization has been discussed.
An explanation has been provided regarding the different processes, and a discussion has been
provided in respect of certain operations theory such as Total Quality Management as well as
Deming’s 14 Points. The implementation of the various processes will be done for overcoming
the problems associated with making investment in new plant or machinery, problem relating to
the location of business premises that includes challenges relating to new quality processes,
problems relating to distribution of products or the problems associated with the development of
control processes.
Recommendation
It can be recommended that the operational process can be improved within Virgin
Atlantic Airlines through the implementation of certain strategic aspects such as Just-In-Time
production strategy, Total Quality Management as well as Deming’s 14 Points. There will also
occur the implementation of various operations strategies as well as operations technologies.
These operations strategy are considered being plans in respect of the design as well as
management of functions regarding the operational aspects.

14MANAGING OPERATIONS
Reference
Ahmad, M.F., Zakuan, N., Jusoh, A., Yusof, S.M. and Takala, J., 2014. Moderating effect of
asean free trade agreement between Total Quality Management and business
performance. Procedia-Social and Behavioral Sciences, 129, pp.244-249.
Calvo-Mora, A., Ruiz-Moreno, C., Picón-Berjoyo, A. and Cauzo-Bottala, L., 2014. Mediation
effect of TQM technical factors in excellence management systems. Journal of Business
Research, 67(5), pp.769-774.
Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd.
Heizer, J., 2016. Operations Management, 11/e. Pearson Education India.
Herzallah, A.M., Gutiérrez-Gutiérrez, L. and Munoz Rosas, J.F., 2014. Total quality
management practices, competitive strategies and financial performance: the case of the
Palestinian industrial SMEs. Total Quality Management & Business Excellence, 25(5-6), pp.635-
649.
Hitt, M.A., Carnes, C.M. and Xu, K., 2016. A current view of resource based theory in
operations management: A response to Bromiley and Rau. Journal of Operations
Management, 41(10), pp.107-109.
Hitt, M.A., Xu, K. and Carnes, C.M., 2016. Resource based theory in operations management
research. Journal of Operations Management, 41, pp.77-94.

15MANAGING OPERATIONS
Jaca, C. and Psomas, E., 2015. Total quality management practices and performance outcomes in
Spanish service companies. Total Quality Management & Business Excellence, 26(9-10),
pp.958-970.
Johnson, P.F., 2014. Purchasing and supply management. McGraw-Hill Higher Education.
Khanam, S., Siddiqui, J. and Talib, F., 2016. Role of information technology in total quality
management: a literature review.
Mahadevan, B., 2015. Operations management: Theory and practice. Pearson Education India.
Mehta, N., Verma, P. and Seth, N., 2014. Total quality management implementation in
engineering education in India: an interpretive structural modelling approach. Total Quality
Management & Business Excellence, 25(1-2), pp.124-140.
Miranda Silva, G., J. Gomes, P., Filipe Lages, L. and Lopes Pereira, Z., 2014. The role of TQM
in strategic product innovation: an empirical assessment. International journal of operations &
production management, 34(10), pp.1307-1337.
Oakland, J.S., 2014. Total quality management and operational excellence: text with cases.
Routledge.
Ooi, K.B., 2014. TQM: A facilitator to enhance knowledge management? A structural
analysis. Expert Systems with Applicati
Reason, J., 2016. Managing the risks of organizational accidents. Routledge.

16MANAGING OPERATIONS
Sabella, A., Kashou, R. and Omran, O., 2014. Quality management practices and their
relationship to organizational performance. International Journal of Operations & Production
Management, 34(12), pp.1487-1505.
Sallis, E., 2014. Total quality management in education. Routledge.
Slack, N., Brandon-Jones, A. and Johnston, R., 2013. Operations management. Pearson.
Stevenson, W.J. and Sum, C.C., 2015. Operations management. New York: McGraw-Hill
Education.
Talib, F. and Rahman, Z., 2015. Identification and prioritization of barriers to total quality
management implementation in service industry: an analytic hierarchy process approach. The
TQM Journal, 27(5), pp.591-615.
Talib, F., Rahman, Z. and Qureshi, M.N., 2013. An empirical investigation of relationship
between total quality management practices and quality performance in Indian service
companies. International journal of quality & reliability management, 30(3), pp.280-318.