Essays on Managing Operations at Virgin Australian Airline Case Study

Download full paperFile format: .doc, available for editing

The paper "Managing Operations at Virgin Australian Airline" is an engrossing example of a case study on management. Operation management involves the process or the systems used to create goods or provide services. This revolves around forecasting, capacity planning, scheduling, quality assurance, motivating employees, equipment acquisition, and maintenance just to mention but a few. Operation strategies are employed in any given company in order to ensure that efficiency and effectiveness are improved. These two are in other words the most important in an organization for efficiency ensures that the operations are at minimum cost and fast while effectiveness ensures that the intended quality is achieved.

Value is the main reason why customers go for certain products or services. This, therefore, means that, if an organization can offer unique features from its operation management, then a customer has no option than to pay extra for it and most importantly remain loyal to the same organization. Virgin Australian Airline Virgin Australian Airlines in one of the largest airlines and the largest by fleet size to use the Virgin brand. It was established in the year 2000 and now serves 29 cities in Australia using its Boeing and Embraer jets and Airbus.

It is well known for as a low-cost carrier using a business model that has aspects of the no-frills approach of low-cost carriers but still offering services that correlate with the full-service airline. This happens so that they can compete effectively with Qantas, the major competitor in the market. This Airline operated more than 150,000 flights a year, with a fleet of 98 aircraft flying to 33 Australian and 17 international destinations.

This calls for accurate operations and time management if at all they have to remain competitive in the market. One of the issues that have made this airline rag behind is punctuality. Many flights have experienced delays which may result in a loss of customers in the long run. Punctuality Despite much concentration of attention of timekeeping or punctuality, this company's on-time performance is still far below satisfactory levels. At least 70% of all the flights were delayed in more than 25 minutes. This may be attributed to the increasing air congestion and poor operational performance of air traffic control and airport facilities.

However, the individual improvement potential within the airline’ s disposal is of great importance. It is worth noting that punctuality is very vital as a performance indicator in the airline industry and can be used as a service differentiator mostly for valuable high yield customers. Improved on-time performance can effectively result in cost-saving. In order to improve the operations of Virgin Australian Airlines, vital insights and mind shifts by the airline's operational management are highly required. In actual facts, punctuality has for a long time being a leadership challenge in the entire organization and therefore should be given the first priority from strategy and planning and most importantly even to the front line operations.

Additionally, to enhance this strategy, there is a need to involve the whole of the operation management mechanisms for this is the department concerned with the analysis of the airline's internal processes which can be deployed to improve performance. It is a point worth noting that, operation management includes the entire department in the flow of communication, where processes can be redesigned or even changed entirely with an intention of being cost considerate, efficient, and most importantly effective.



Corbett, Lawrence M. "Sustainable operations management: a typological approach." Journal of Industrial Engineering and Management , 2009: 10-30.

Elliot Bendoly , Karen Donohue & Kenneth L. Schultz. "Behavior in operations management: Assessing recent findings and revisiting old assumptions." Journal of Operations Management, 2005: 2-16.

Koskela, L. and Howell, G., . " The Underlying Theory of Project Management is Obsolote. ." Proceedings of the PMI Research Conference , 2002: 293-302.

L.J., Mullins. Management and Organisational Behaviour. 8th ed. Harlow: FT Prentice Hall, 2007.

Matthews Rupert and Marzec, Pete;. "Social Capital, a theory for Operations Management: A Systematic Review of the Evidence." International Journal of Production Research, 2011: 3-34.

Nader Seyed Kalali, Mohammad Reza Akhavan Anvari, Ali Asghar Pourezzat and Davod Karimy Dastjerdi. "Why does strategic plans implementation fail? A study in the health service sector of Iran." African Journal of Business Management Vol. 5(23), 2011: 9831 9837.

Slack N., Chambers, S., Johnston, R. . Operations Management. . 6th edition, Harlow: FT Prentice Hall, 2010.

Sterling, John. "Translating strategy into effective implementation: dispelling the myths and highlighting what works." STRATEGY & LEADERSHIP VOL. 31 NO. 3 , 2003: 29-34.

Vastag, Gyula. "The theory of performance frontiers." Journal of Operations Management 18 ., 2000: 353–360.

Download full paperFile format: .doc, available for editing
Contact Us