Case study analysis on

“Can an Airline Cut “ Turn Times” Without Adding Staff?

I. Statement of the problem

The problem here is how they will going to manage there time to finish the
task that had given there are very few who work on the airline so they have
decided to make an inquiry about whether they can ignite the only person at RSA
Ground who knew of Ken's plan was the head of staffing, d agreed to assign him
to various teams as a "temporary worker" over the next few days.
II. Facts about the Case
The president of RSA Ground, the subsidiary of Rising Sun Airlines
responsible for servicing its planes at airports across Japan, goes
undercover as a service crew member to discover how and
whether his employees can speed up cleaning, checking,
restocking, and refueling. Expert commentary comes from Atilla
Korkmazoglu, president of ground handling and cargo
operations at Celebi Aviation Holding, and Vikram Oberoi,
managing director and CEO of EIH Ltd.

KeywordsKeywords: Employee Empowerment : Employee

Motivation : Turnaround : Serve Operations : Employees :
Motivation and Incentives : Leadership : Air Transportation
Industry : Japan
III. Alternative courses action

The study goes on to discuss how Hayashi met with experienced

employees to improve moral and workload. A case study is
presented which looks at how production times can be
improved without adding staff members. It profiles Kentaro
Hayashi, president of RSA Ground, the company that services
airplanes for Rising Sun Airlines. When both an industry's workers
and its customers report high and rising frustration with the way
they are being treated, something is fundamentally wrong. In
response to these conditions, many of the world's airlines have
made ever-deeper cuts in services and their workforces.

IV. Recommendation from the alternative course of action

When Ken had asked Rising Sun’s CEO, Daishi Isharu, for
permission to do so, his boss had laughed heartily. He could
really pull this off. Rising Sun Airlines responsible for servicing its
 planes at airports across Japan, he’d been under enormous
pressure in recent months. We think the situation is emblematic
of the struggles many organizations have today: a challenging
frontline task embedded in a complex process in an
environment where managers are trying to do more with less.

V. Conclusion

The very word sends shivers down the spine of any would-be entrepreneur. It is
often the reason that many people refuse to give up their day job in order to
pursue their big idea. It is often why so many companies burst onto the world
scene, only to fade a few years later when they fail to adapt to changing trends
like what happened in the case study of “ Can an airline cut “turn times” without
adding staff” true failure is not possible enables us to see the “sense” of failure for
what it is, a necessary prerequisite for exponential growth and elevation towards
our ultimate goal. This awareness, that failure is impossible, also helps us overcome
the fear of failure.
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