Denver Airport bagage system Essay Example for Free

Denver Airport bagage system Essay This article discusses the fundamental design difficulties of the fully automated baggage system originally planned for the New Denver Airport, and their implications for airport and airline management. Theory, industrial experience, and the reality at Denver emphasize the difficulty of achieving acceptable standards of performance when novel, complex systems are operating near capacity. United Airlines will thus make the Denver system work by drastically reducing its complexity and performance. Automated baggage systems are risky. Airlines and airports considering their use should assess their design cautiously and far in advance, and install complementary, backup systems from the start. Ref: â€Å"The Baggage System at Denver: Prospects and Lessons,† Journal of Air Transport Management, Vol. 1, No. 4, Dec. , pp. 229-236, 1994. The City and County of Denver have built a massive new airport, the New Denver International Airport. It extends over 13,568 hectares (about 53 square miles); has 3 parallel North-South runways, 2 parallel East-West runways, and room for a total of 12 major runways. In many ways the New Denver Airport represents a model of the airport of the future (de Neufville, 1995). At opening, the Airport will have cost about US $ 5 billion including the US $ 685 million contribution of the Federal Government and the over US $ 400 million investment of airlines in fitting out their passenger buildings, catering facilities and cargo centers (US Government Accounting Office, 1994). At the end of 1994, the bonded debt of the municipally owned Denver Airport System was more than US $ 3. 8 billion (City and County of Denver, 1994b). A mechanized baggage system is at the heart of the New Denver Airport, as for all major new airports. In the case of Denver, this was to be something unique: the Integrated Automated Baggage Handling System, originally designed to distribute all baggage -including transfers automatically between check-in, the aircraft and pick-up on arrival. Unfortunately, massive problems plagued this automated baggage system. (See Henderson, 1994, for example. ) Consequently, the New Denver Airport did not open in October 1993 as scheduled. After missing later opening dates in April and May 1994, the Airport seems as of January likely to be open in March 1995. The delay would then be around 16 months. This delay costs the owners a lot. The interest on their bonded debt exceeded US $ 271 million for the single year of 1994 (Deloitte and Touche, 1994). The costs of maintaining the new airport are extra. A commonly accepted estimate of their costs of delay, endorsed verbally by officials in Denver, has been US $ 33 million a month. By March 1995, the delays may thus have cost them around US $ 500 million. A year after the original opening date for the airport, the City and County of Denver borrowed a previously unscheduled US $ 257 million (City and County of Denver, 1994b). This delay is also expensive for the airlines. United Airlines invested about US $ 261 million, and Continental 73 million, in peripheral facilities in anticipation of the 1993 opening (United Airlines, 1993; US Government Accounting Office, 1994). FedEx likewise created a sorting center for around US $ 100 million. By the time the airport opens, the opportunity cost of the idle investments may have cost the airlines around US $ 50 million. Both the airport owners and the airlines will also suffer losses to the extent that the automated baggage system does not deliver the productivity and efficiency that they had bargained for. Airline and airport management can learn much from this unfortunate experience. As indicated by the discussion that follows, the most fundamental problems with the automated baggage system designed for Denver had been predicted by theoretical studies and consulting reports, were avoidable, and should not be repeated. The basic lesson is that automated baggage systems are risky, and therefore that airlines and airports considering automated baggage operations should assess their design and performance cautiously, and should implement them with the insurance of backup systems from the start. Design of the Automated Baggage System The fully automated baggage system originally planned for the New Denver Airport was unique in its complexity, its novel technology, and its anticipated capacity. It was designed to deliver each bag, including transfers, individually from check-in or the unloading of the aircraft to the outward bound aircraft or baggage reclaim. The delivery mechanism consists of about 9 km. (5. 5 miles) of conveyors and over 27 km. (17 miles) of track on which circulate 4000 individual, radio-controlled carts, the so-called destination coded vehicles or DCVs (US Government Accounting Office, 1994). The capacity of each track was supposed to be 60 DCVs per minute, one a second. The essential layout of the automated baggage system at Denver is that conveyor belts feed the central network of DCVs. The bags do not flow continuously from the conveyor belts, however, as they do in traditional systems. Each bag must independently be placed on its exclusive cart, and thus the delivery of the bags from the conveyor belts must be carefully controlled. Furthermore, the conveyor belt can only advance when there is an empty cart onto which the leading bag on the conveyor belt can be placed. The speed at which the conveyor belts can advance and thus the performance of the entire system depends on the rate of delivery of empty carts to each conveyor belt. This is a crucial point, at the root of the deeper difficulties with the original design. The destination of each bag and its individual cart is defined by bar-coded labels, and transmitted by radio to tags (the radio frequency identification or rf ids) on the constantly moving vehicles. The operation of these vehicles is to be entirely controlled by a network of about 150 computers (Myerson, 1994; US Government Accounting Office, 1994). Speed in handling baggage is critical to achieving acceptable boarding and transfer times at Denver, since the distances are much greater those at other airports. The space between the midfield concourses provides for two taxiways (one is standard) between the tails of the aircraft parked at the concourses, and the terminal building in which passengers check-in and pick up their bags is separated from the first concourse by an office block, a garage, and the Customs and Immigration (FIS) facilities. Speed has been considered crucial to the commercial success of the New Denver Airport, which the owners have marketed to the airlines as a highly efficient platform for hubbing operations because of its multiple parallel runways and prospective ability to 1 turn around aircraft flights very rapidly. United Airlines, the dominant airline at Denver, insisted on a rapid baggage handling system before signing its lease with Denver (Flynn, 1994b). The Denver system was thus originally designed to deliver bags much faster than current norms at major airports at up to 38 kmh (24 mph) (US Government Accounting Office, 1994). The maximum delivery time was apparently set at 20 minutes for narrowbody and 30 minutes for widebody aircraft (Leigh Fisher, 1994). The installers are quoted has having planned a design that will allow baggage to be transported anywhere within the terminal within 10 minutes (Airport Support, 1993). Despite the central importance of the automated baggage system, its design was largely an afterthought. This is a common practice, unfortunately. The Denver system was detailed well after the construction of the airport was under way and only about two years before the airport was to open. Being late, the design was thus subject to two important constraints. First, the geometry was tight. The automated system had to fit within the confines of the airport passenger buildings and the underground tunnel connecting the concourses and the terminal; in many instances it was shoe-horned in at considerable inconvenience. Second, the schedule was tight. The system was to be implemented within 21 months, since Denver executed the contract only in January 1992. This schedule precluded extensive simulation or physical testing of the full design. Remarkably, the design of the fully automated baggage system at Denver did not include a meaningful backup system. The planners provided neither a fleet of tugs and carts that could cope with the level of baggage expected, nor even access roads between the check-in facilities and the aircraft. Obvious Problems Highly visible mechanical problems have plagued the automated baggage system at Denver. As shown by television and widely reported in the trade and popular press, the baggage carts have jammed in the tracks, misaligned with the conveyor belts feeding the bags, and mutilated and lost bags (Flynn, 1994; Henderson, 1994; Myerson, 1994). In 1994, United Airlines accounted for well over 60% of the passengers at Denver. Continental Airlines, which was the launch tenant for the New Airport and which used to operate a considerable hub at Denver, has largely canceled this operation: as of November 1994 it closed its crew base in Denver and cut its daily departures to 23 about a tenth of the number offered by United. The airport consultant to the City and County of Denver predicted that by 1995 the United System will account for 90% of the passenger traffic at Denver (Leigh Fisher, 1994). To deal with these difficulties, the contractors are installing additional equipment. For example, more laser readers will reduce the probability of misreading the destination of each bag. More controllers will slow down the carts, reduce misalignments with the conveyors feeding bags, and minimize the momentum that tossed bags off the carts. Overall, solutions to the mechanical problems come at the price of increased costs, reduced performance, and lower cost-effectiveness of the system. Deeper Problem of Reliable Delivery The blatant difficulties with the automated baggage system designed for the New Denver Airport are almost certainly only the tip of the iceberg. There is a deeper, fundamental problem associated with all complex systems of handling baggage, cargo or materials. The more extensive and long-term difficulty is that of reliable delivery times. The fully automated system may never be able to deliver bags consistently within the times and at the capacity originally promised. This difficulty is a consequence of the extreme complexity of its design combined with the variability of the loads. The entire system consists of well over a hundred waiting lines that feed into each other. For example, bags can only be unloaded from the aircraft and put into the system when the unloading conveyor belt is moving, this belt will only advance when there are empty carts on which to place bags, empty carts will only arrive after they have deposited their previous loads and have proceeded through the system, and so on. In short it is a complicated cascade of queues. The patterns of loads on the system are highly variable. These depend on the season, the time of day, the type of aircraft at each gate, the number of passengers on these aircraft, the percentage traveling with skis, etc. , etc. There may be over a thousand reasonable scenarios! Managing a complex network of interacting, fully loaded queues efficiently for any single scenario is complicated. Managing these flows under all the realistic scenarios is exponentially more difficult. Learning how to do this appears to be a major, long-term research project. Both airports, such as Frankfurt am Main, and companies attempting to automate their materials handling, have routinely spent years trying to make their systems work correctly under all circumstances (Auguston, 1994; Zitterstein, 1994). It is not clear that anyone, anywhere, is currently capable of managing a fully automated baggage system one without any backup system or use of tugs and carts for transfers to ensure full capacity, on-time performance, or is likely to be able to do so anytime in the near future (Knill, 1994). Causes of Reliable Delivery Problem Any automated baggage system is subject to risk. The difficulties at Denver are not due to any obvious bad luck or incompetence. On the contrary, the contractor responsible for the installation (BAE Automated Systems) had enjoyed the reputation of being among the best and, on the strength of its good work, has been responsible for most of the major baggage systems recently installed in the United States.

Essay --

â€Å"The Judge’s Wife† a short story written by Isabel Allende presents many of the necessary techniques required to write an effective short story. Alledende’s keen use of setting, character development, and point of view dramatically affect the way the reader perceives the story during crucial turning points throughout the story. Alledende uses these devices to make the theme of fate being inescapable, no matter how hard on tries to avoid it. setting, character development, and point of view play a vital role within the story and without them it would be impossible to fully understand the story. In The Judge's Wife Nicolas Vidal is the main character. He was born a fatherless to a prostitute and was foretold at birth that he would lose his head to a woman. Keeping this in mind, he hardened his heart to allow no woman to come close to him emotionally. As Vindal grew up he became an outlaw and leader of a gang. On the wedding day of Judge Hidalgo, Vidal looks down on the judge’s bride, Casilda, and is not impressed. Vidal's gang have been plaguing the judge’s jurisdiction as well as surrounding areas despite the numerous attempts to stop Vindal. To solve this problem judge Hidalgo set a trap by caging Vidal's mother in the town square surrounded by guards. The judge believes that Vidal will come to rescue his mother, but after three days it is clear that he is not going to fall for the judge's trap. Vidal's mother hangs herself out of embarrassment that her son did not come to save her. As a result, Vidal hunts down Hidalgo. During Hidalgo's escape he suffers a h eart attack loses control of his car and dies. Only his wife and kids survive. Casilda hides her children in the nearby caves for safety as she awaits Vidal's gang, with the i... ... also allows for deeper plot development with the characters back stories and ties two seemingly unrelated events into one flowing story removing the need to use in medias res. The shared point of view is extreamly important in connecting the story with the theme and allows for the reader to pick up on the foreshadowing and irony present throughout the story. â€Å"The Judge’s Wife† is not a long story, but in those few pages Allende creates a piece readers can understand to the point of empathy. Throughout the piece the use of theme, setting and character development make this story effective in developing a deep story in a small amount of time. Allende does an excellent job of writing a short story. Even though the story lacks symbolism it makes up for that lacking by making effective use of setting to really pull the story together and develop the story completely.

Strategic Management and Personal Media Players

Apple, Inc. in 2010 Assignment Questions 1. What are the chief elements of Apple’s overall competitive strategy? How well do the pieces fit together? Is the strategy evolving? 2. What are the key elements of Apple’s strategy in computers, personal media players, and smartphones? Have its strategies in its core businesses yielded success? Explain. 3. What does a competitive strength assessment reveal about Apple’s computer business, as compared to the leaders in the personal computer industry? Use the methodology in Table 4. to support your answer. Does it appear that the company’s competitive positions in personal media players and smartphones or stronger or weaker than its position in computers? 4. Does it make good strategic sense for Apple to be a competitor in the computer, personal media player, smartphone, and tablet computer industries? Are the value chain activities that Apple performs in computers, personal media players, tablet computers and smar tphones very similar and â€Å"compatible† or are there very important differences from product to product?Which of the four products lines—computers, tablet computers, personal media players, or smartphones—do you think is most important to Apple’s future growth and profitability? Why? 5. What is your assessment of Apple Computer’s financial performance the past three years? (Use the financial ratios in Table 4. 1 on pages 94-96 of the text as a guide in doing your financial analysis. ) 6. What recommendations would you make to allow Apple to strengthen its position in its most important markets? What steps should it take to ensure that the iPad becomes a success in the marketplace and a major contributor to the company’s overall performance?Google’s Strategy in 2010* Assignment Questions 1. Discuss competition in the search industry. Which of the five competitive forces seem strongest? weakest? What is your assessment of overall ind ustry attractiveness? 2. How is the search industry changing? What forces seem most likely to bring about major change to the industry within the next three to five years? 3. What are the key factors that define success in the industry? What are the key competencies, capabilities, and resources of successful search engine companies? 4. Describe Google’s customer value roposition and profit formula linked to its business model. What strategies has Google relied upon to build competitive advantage in the industry? 5. Have Google’s business model and strategy proven to be successful? Should investors be impressed with the company’s financial performance? How does the company’s financial performance compare to that of Microsoft and Yahoo? Please conduct a financial analysis to support your position—you may wish to use the financial ratios presented in the Table 4. 1 of the text as a guide in doing your financial analysis of the company. . What are the company’s key resources and competitive capabilities? What competitive liabilities and resource weaknesses does it have? What opportunities exist? What threats to its continued success are present? 7. What recommendations would you make to Google’s top-management team to sustain its competitive advantage in the search industry? How should it best capitalize on its strategic initiatives in mobile phones, cloud computing, emerging markets, and other ventures? Southwest Airlines in 2010: Culture, Values, and Operating Practices Assignment Questions . Is there anything that you find particularly impressive about Southwest Airlines? 2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy? 3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy? 4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not?What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher, the company’s spiritual leader, has departed? 5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are the any policies, procedures, and operating approaches at Southwest that you disapprove of or that are not working well? 6.What weaknesses or problems do you see at Southwest Airlines as of mid-2010? 7. Does the AirTran acquisition make good strategic sense for Southwest? 8. What strategic issues and problems do Gary Kelly and Southwest executiv es need to address as they proceed to close the deal with the AirTran acquisition and contemplate how best to integrate AirTran’s operations and AirTran’s employees into Southwest? 9. What recommendations would you make to Gary Kelly and Southwest executives as the company heads into 2011? Competition in Energy Drinks, Sports Drinks and Vitamin-Enhanced Beverages Assignment Questions 1.What are the strategically relevant components of the global and U. S. beverage industry macro-environment? How do the economic characteristics of the alternative beverage segment of the industry differ from that of other beverage categories? Explain. 2. What is competition like in the alternative beverage industry? Which of the five competitive forces is strongest? Which is weakest? What competitive forces seem to have the greatest effect on industry attractiveness and the potential profitability of new entrants? 3. How is the market for energy drinks, sports drinks and vitamin-enhanced beverages changing?What are the underlying drivers of change and how might those forces individually or collectively make the industry more or less attractive? 4. What does your strategic group map of the energy drink, sports drink, and vitamin-enhanced beverage industry look like? Which strategic groups do you think are in the best positions? The worst positions? 5. What key factors determine the success of alternative beverage producers? 6. What recommendations would you make to Coca-Cola to improve its competitiveness in the global alternative beverage industry? to PepsiCo? to Red Bull GmbH?

Field Research Paper on Aspects of Diversity and...

Field Research Paper 2010-11-11 INTB-311 Diversity and Intercultural Communication Daniel Plouffe 1686200 The International Cultural Battle Composed by Daniel Plouffe In our world of expanding technology and shrinking geography, people of different cultures have increasing frequency of contact and need for effective communication on a daily basis. Whether through travel, immigration, or international business, having the ability to communicate across many different cultures is an advantage in and of itself. Speaking a different language is an obvious obstacle to intercultural communication, but a greater and more difficult hurdle is to â€Å"speak† a different culture. To understand and comprehend and even apply these tiniest†¦show more content†¦Productivity in the new culture is experienced to an extremely positive extent. Business dealings and negotiations become secondary nature to the expatriate, and the expatriate’s journey becomes a great success in the perspective of their employing company. Another factor in the success of an expatriate involves the expatriates pre-existing culture intelligence quotient (CQ). It is still uncertain that an expatriate’s success working internationally is determined by their CQ but it is crucial for expatriates working on international assignments because it is a sign of cultural competency. The concept of CQ captures an individual’s capacity for successful adaptation to new and unfamiliar cultural settings and ability to function easily and effectively in cultural environments worldwide. (Rose, Sri Ramalu, Uli, and Kumar (2010) Recently†¦ (p. 2)) CQ is an effective determinant of how the expatriate may perform on future international missions but mission success is highly unpredictable because of the many factors outside of the expatriate’s control. 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