lllCreativity in Action!
Using Creativity in
Developing the
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Learning in Action!
A Cross-disciplinary Problem-Based
Learning Environment for Entrepreneurship
Expanding Efficiency
to Greater Limits
Test Version 1.0
(A Work in Progress)
R. Wilburn Clouse, PhD
Vanderbilt University
Expanding Efficiency
to Greater Limits
Storyline by Rita Weighill
Abstract
This case is to created to evaluate the possibility of a more effective system for loading
passengers into airplanes where there is a non-assigned seating process. This document
compares standard operating procedures with suggested procedures in which to generate
qualitative analysis.
Introduction
One-hundred and thirty seven passengers each holding a six-inch plastic blue boarding
pass with a large number prominently printed on it, stand patiently in three divided lines
waiting for their respective number to be announced. All eyes are fixed on the operation
agent who has the power through his microphone to grant them entrance into the waiting
plane.
The passengers who arrived early that day have been rewarded with a lower-numbered
pass and are enjoying the privilege of standing in the first line, where only cards 1-30 are
allowed. These passengers will be among the first to board and when they step into the
plane, they may choose any seat available-- as all seats are reserved; it’s just that the
passengers don’t know which seat is theirs until they enter the plane (Freiberg &
Freiberg, 1996).
The challenge
It’s during this passenger loading process that a perplexing delay occurs. Passengers are
directed to enter the craft through a door located at the utmost front of the plane. Once
inside, they can choose a seat, and that is usually a seat close to the door they just
entered. Since most passengers have carry-on bags that are too large to put under their
seats, they locate a storage bin close to their chosen seat and place their bag inside. In the
meantime, the passengers waiting to enter the plane (those holding passes with the higher
numbers) are standing in a line behind them, waiting for them to clear the aisle. This
scenario is repeated for each passenger—those standing in the second line (numbers 3160) and those in line three (numbers 61 and higher).
Southwest, who is already nationally recognized for its fast-turn around at airports with
an average of 20 minutes (Freiberg & Freiberg, 1996) has led the pack in resetting
industry standards in a field that didn’t actively, until recently, seem to pay much
attention to customer service. Southwest Airlines has earned the airline industry’s
coveted “Triple Crown Award” for the past several consecutive years—an award that
honors them for best “on time flights,” “best bag handling” and “best overall customer
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service.” It’s an award the Southwest employees strive to keep away from the other
airlines.
There’s always room for improvement
Practical technique
In the above given instance of perceived inefficiency in loading passengers, it is
suggested that any airline with an unassigned, open seating process should be able to
greatly decrease their passenger loading time by making a few alterations to their
departure process.
Suggested procedure
1. Passengers board the plane through the rear door of the plane in lieu of the front
door.
2. Since passengers typically want a front seat, the passengers who enter the rear
door will predictably walk toward the front of the plane for the “better seats.”
3. As passengers are walking toward the preferred front seats, this leaves the aisles
behind them clear for following passengers eliminating the need to stand and wait
for the passenger in front of you to sit down and clear the aisle.
4. The “low number reward” system will not be disrupted because at the conclusion
of the flight, passengers will disembark through the front door after arriving at the
plane’s destination.
Benefits
The airlines that would attempt this revised method of loading passengers should realize
a real-time decrease in the loading process Because of that, they would also realize a
financial gain in profits because the efficiency of the system is not one that is cost
prohibitive and will in fact, increase revenue through the overall operational time it will
save overall (Robinson, Stern, 1997).
Why this should work

The jet way ramp is capable of hooking to either the front or the back door.

The in-flight crew already has direct radio communication with the ground crew,
allowing clear communication about jet way door hook ups.
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
Passengers are able to maintain their “low number” privileges, both on boarding
and exiting the plane by allowing the customers with the lowest numbers to enter
first and exit first – based on where they choose to sit.

There should be no real measurable cost involved in changing to this loading
method, but there should be a concrete increase in time-management efficiency
that translates into cost savings (profits) for the airline (Lambling & Kuehl, 2000).
Conclusion
Other than implementing a communication and coordination arrangement between onflight personnel and on-ground personnel, the pieces are in place for an immediate ‘trial”
to measure the success or failure of the suggested passenger loading process.
References
Freiburg, Jacquelyn A. & Freiburg, Kevin L. Nuts! Southwest Airlines Crazy Recipe for
Business and Personal Success. Bard Press, Inc., Austin, 1996.
Lambing, Peggy & Kueh, Charles R. Entrepreneurship. Prentice Hall, New Jersey, 2000.
Robinson, Alan G. & Stern, Sam. Corporate Creativity: How Innovation and
Improvement Actually Happen. Berrett-Koehler Publishers, Inc., San Francisco,
1997.
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