A Review and Analysis of Ryanair and Flextronics Operations

It will discuss the four stages In the Hayes and Wheelwrights sample of unconscious processs contribution. This will take Flatirons as an example. Ryan Ryan is bingle of Rupees largest petty(a) cost air passages, which operates to a greater extent than 1,400 flight of stepss per day from 44 bases across 27 countries with a fleet of 272 Boeing 737 aircrafts. They operate with a team of 8,000 personnel and stir carried around 73. 5 million passengers during 2011 with the average fargon of 39 Euros. (Ryan decreed website) The below chart, figure A, from Ryan official website shows the passenger growth in millions from 1995 to 2007.Operations schema In e genuinely organization, operation scheme provides a frame run for to match how the organization should pretzel and utilize Its resources to achieve Its performance objectives and gain payoff to Its competitors In the pre-defined market place. In an opposite word, once a attach to defines its de vergeination in business and identifies its performance objectives then it inevitably a beat of framework and guiding principles for decision makers, to ensure that all the objectives are met. These frameworks and guidelines are the principles of what is known as trading operations strategy.In todays easiness world, operations managers are face up with various challenges regarding development of effective strategies in line with organizations -mission and vision- and to properly lend oneself those strategies. Ryan Operations Strategy As a low cost airline business business, Ryan boilers suit framework is to provide air travelers the option of flying to vast piece of destinations with the stripped fee possible. To attain that In the costly business milieu Like the allure business, Ryan needs to carefully adopt operations strategy to malignant Its basic operate while pass uping the costs as much as possible in different operation areas.It is valuable to understand Market qualifiers, in order to sur vive in the market. The toll graze-winning and qualifying objectives will be discussed later. Hence in general the force of the Ryan operations should accompaniment its market positioning, as a low-cost airline, and the interest are some key elements on how RA manages the processes and implements the operational factors to communicate its results. * Keeping turnaround time at minimum.This has been achieved partly due to amend employee cropivity, which could be the result of intense staff training and development, and partly because at that place are no meals and sees luggage to be loaded on to the plane. * Aircraft equipment cost. utilise like aircrafts (Boeing 737) in large quantities swear outs Ryan to reduce significant cost in repair, service and storage of aircraft parts. It also gives the company the advantage to negotiate the cost of purchasing aircrafts and parts coming all from single supplier.Apart from those, using identical aircrafts offer reduction in staff training cost as hygienic as flexibility in the scheduling of crew and equipment. * airport access cost. Airport landing and services 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 services costs.Ryan has developed its own Internet booking service facility, which sells tickets directly to the costumers, pass lower prices by cutting travel agency commissions. Using electronic services will give an advantage to management to access a range of data for future planning and service enhancement. Apart from that, Ryan has entered into agreements with third base party contractors at certain airports for assenter and aircraft handling, ticketing and other services that can be provided in a more cost efficient way by third parties. Personnel productivity Ryan en deavors to control its labor costs by continually improving the productivity of its already highly productive work force. Compensation for employees emphasizes productivity-based pay incentives, including commissions for on-board gross revenue of products for flight attendants and payments based on the figure of hours flown by pilots and cabin crew personnel, within limits set by application standards will stem to higher personnel engagement and productivity.Apart from the mentioned bullet points Ryan airs management, reviews the daily experience of the company regularly to modify and refine their strategic decisions in order to abide to the companys policy on customer services. SOOT synopsis Strength Ryan has been known as Rupees first low cost airline, which is the companys strongest change point. Adopting low cost strategy helped Ryan to rapidly adjoin of customers and expansion of their operations. Addressing to the trade trends by adopting Internet services like booking and ticketing has changed the customer doings and has provided wide range of clients for them.Last but not least, rapid expansion of flight routes and aircrafts, has provided more frequent flights and destinations to air travelers. Weaknesses weaknesses too. Restricted customer service, deceiving advertisement and low spirit services are among those weaknesses, which has lead to bad publicity for the company. Opportunities Ryan, correspond to its strength, has opportunities to still dominate the European airline persistence 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 capable of gaining more customers to be the number one airline company in the whole region. Threats presumption the competitive nature of airline business, Ryan is faced with the inevitable threat of competition. To equipage that, Ryan needs to co nstantly provide highly effective and efficient cutting 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 increase its destinations to cover more customers by flying to late regions and at the same 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 Reduction of passengers in airline market Threats Figure B Ryan operations Strategy SOOT analysis Market qualifiers and order winners Qualifying and order-wining factors are ways to distinguish a company from its imitators within the market.Order winning factors are mainly those aspects, which contribute to make headway the service or product to the highest level of costumer satisfactio n and 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 apply to a owe-cost airline market are as postdate Qualifying Objectives I Order winning objectives I Low cost fares I Free minimum luggage services I Covering wide destinations I assortment on-board service (food, beverage, pillow, blanket) I Reasonable quality comfort I priority boarding I Safety emergency protocols I Free on-board delight I Direct booking ticketing services I Pre-assigned seats for passengers I High-frequency flights I Ground services on departure (bus services to airport) I In-flight food beverage availability with charge I Ground services on arrival (car hire, I Lu ggage services with charge I More comfortable seating I transportation) I Internet and communicating services on board I Flatirons Flatirons is an electronics manufacturing services provider, which specializes in add together chain services such as packaging and transportation, as well as design, engineering and after sales services within several(prenominal) markets including automotive, computing, consumer, industrial, infrastructure, medical and mobile.Based in Singapore, Flatirons is behind well-known brands like -but not throttle to- HP, RIM, Motorola, Microsoft, Dell, Cisco, Sony Ericson and IBM. (Flatirons official Website) Flatirons Operations Strategy As one of the global leadership in design, manufacturing and distribution and after sales market services, Flatirons operations strategy must be designed in a way to compensate the needs for low-costs, responsive and flexible product and services. To achieve this Flatirons has adopted the sideline strategies * Extensive n etwork of design, manufacturing 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 through the life round of golf of the products from its initial design to volume production, test cycles, distribution and post sales services in a more efficient manner. * Integrated industrial parks. These industrial parks are positioned in low cost regions end to the Flatirons costumers and world markets, giving them the advantage of delivering the products and services in a rattling large scale and as cheap as possible. Also Flatirons instigate 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 dev eloped a four-stage model to evaluate the role and contribution of operations function. These stages are as follow 1. Internal Neutrality Lowest level of contribution by operations function. It does not react upon competitive success and the aim is to avoid mistakes. 2. outer Neutrality At one level higher, in this stage the company begins to look outside and compare itself with its competition. The objective may not be to be the trump but at least to implement the best practice with regards to other market players. . Internally Supportive Operations at this stage are among the bests in their market. Developing appropriate 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 foundation for competitive success. Adopting a long-term view, considering the future changes in the market and consumer port helps the company to be one step ahead of the market. The four-sta ge 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 knowledge of costumer behavior understanding.