Analysis of Emirates Airlines Using Hayes and Wheelwright Model

Topics: The Emirates Group, Emirates, United Arab Emirates Pages: 7 (2122 words) Published: April 21, 2012
Table of Contents

INTRODUCTION .................................................................................................................. 1 THE HAYES AND WHEELWRIGHT MODEL................................................................... 3 ANALYSIS OF EMIRATES AIRLINES USING HAYES AND WHEELWRIGHT MODEL. ................................................................................................................................. 5 Relationship with internal and external customers .................................................... 5 Understanding and knowledge of operations practice. .............................................. 7 Linking operations processes and resources with competitive strategy. ................... 7 Innovation within the operations. .............................................................................. 8 CONCLUSION....................................................................................................................... 9 Appendix 1.............................................................................................................................. 9 Appendix 2............................................................................................................................ 10 REFERENCES ..................................................................................................................... 12

INTRODUCTION
Air travel is a large and growing industry. It facilitates economic growth, world trade, international investment and tourism.

This industry has gone through a major revolution in the last few decades and it has indeed revolutionized the transportation industry a great deal. Herewith we will look into Emirates Airline, the gem of the Middle East airline sector and analyze it using the Hayes and Wheelwright model. Emirates airline is one of the fastest-growing and most profitable airlines in the world. The airline started just over 25 years ago in Dubai, United Arab Emirates. Al Maktoum’s sheikhdom’s ambitious strategy was to reinvent Dubai as a modern hub of tourism and commerce in the Middle East. So investment into an airline could be a prudent and wise idea to help the Emirate for developing itself as a commercial hub of region. Emirates was then born on the 25th October 1985. Emirates flew its first routes out of Dubai with just two aircraft, a leased Boeing 737 and Airbus 300 B4. Less than two decades after its foundation, Emirates placed the biggest order in civil aviation history, for $19 billion worth of aircraft. Despite 9/11, two Gulf wars and escalating fuel costs, Emirates has enjoyed a 25 per cent annual growth rate since its founding in 1985 and has not posted a loss in the past eighteen years. In 2004, the airline was among the twenty largest global carriers in terms of passenger miles flown. With a fleet of 142 aircraft, emirates currently fly to over 107 destinations in 60countries around the world covering six continents with a continuously expanding network. Emirates airlines is the flagship company of Emirates group(Appendix 1) Page 1

THE HAYES AND WHEELWRIGHT MODEL
The Hayes and Wheelwright model categorized organizations based on their attitudes towards operations. (Hayes et al, 1984). The model argued that an organization’s operations can result into providing a company with a competitive edge and thus organizations should work hard to reach the fourth stage of the model. The model basically classifies an organization based on its progression from being bad to exceptionally good. (Appendix 2) Stage one which is the holding back stage in progression places companies that fail to progress forward. Companies in this stage fail to manage its operations strategically given a continuous change in performance objectives. Operations managers are reactive rather than proactive. The second stage of the model is the stage where an organization is performing similarly like its peers in the industry....

References:  Hayes, R., Pisano, P., Upton, D. and Wheelwright S. (2005). Operations, Strategy and Technology: Pursuing the competitive edge. New York: John Wiley & Sons.  Hayes, R. & Wheelwright, S. (1984). Restoring our competing edge: Competing through Manufacturing. New York: John Wiley & Sons.  Barnes, D. (2008). Operations Management: An International Perspective. London: Cengage learning Inc.  Slack, N. Chambers, S. Johnston, R and Betts, A. (2009). Operations and Process Management: Principles and Practice for Strategic Impact. FT Prentice Hall.  Hum, S. H. (2000) A Hayes-Wheelwright framework approach for strategic management of third party logistics services’. Integrated Manufacturing Systems, 11 (2) 132-137  Hollins, B. & Shinkins, S. (2006). Managing Service Operations: Design and Implementation. Sage Publications Ltd.      www.Emirates .com www.Emirates-holidays .com www.skywards.com www.theemiratesgroup.com http://www.flightglobal.com/articles/2010/07/21/344882/farnborough-emirates-to-fit-90a380s-with-onair-connectivity.html  http://www.arabianbusiness.com/518394-no-repeat-of-heathrows-t5-disaster-says-dubai.
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