An evaluation of the corporate culture of Southwest Airlines

An evaluation of the corporate culture of Southwest Airlines The attached paper describes the keys to success for Southwest Airlines, including its approach to quality management. Southwest did not implement a formalized “quality management program.” Numerous companies in the USA have implemented formalized “quality management programs” and they failed because they were “programs of the month.” Implementing “quality” throughout a company is not the result of a formalized program but requires a cultural change in the way daily activities are conducted. The requirement of “doing it right the first time” must be integrated into the daily activities or culture of the company. The chairman of the board and president of a company must establish the tone for quality in not only what they communicate but also in their daily actions. Quality must be ingrained in the overall business model and strategies of a company. Southwest is very effective in integrating the importance of quality in its overall business model, strategic plan and its daily operational activities. Southwest did not engage outside consultants to develop a “quality program” but its style, culture and emphasis on quality were implemented in Southwest’s daily activities by Herb Kelleher, Chairman of the Board, and his management team. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Measuring Business Excellence Emerald Publishing

An evaluation of the corporate culture of Southwest Airlines

Measuring Business Excellence, Volume 8 (4): 8 – Dec 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1368-3047
DOI
10.1108/13683040410569389
Publisher site
See Article on Publisher Site

Abstract

The attached paper describes the keys to success for Southwest Airlines, including its approach to quality management. Southwest did not implement a formalized “quality management program.” Numerous companies in the USA have implemented formalized “quality management programs” and they failed because they were “programs of the month.” Implementing “quality” throughout a company is not the result of a formalized program but requires a cultural change in the way daily activities are conducted. The requirement of “doing it right the first time” must be integrated into the daily activities or culture of the company. The chairman of the board and president of a company must establish the tone for quality in not only what they communicate but also in their daily actions. Quality must be ingrained in the overall business model and strategies of a company. Southwest is very effective in integrating the importance of quality in its overall business model, strategic plan and its daily operational activities. Southwest did not engage outside consultants to develop a “quality program” but its style, culture and emphasis on quality were implemented in Southwest’s daily activities by Herb Kelleher, Chairman of the Board, and his management team.

Journal

Measuring Business ExcellenceEmerald Publishing

Published: Dec 1, 2004

Keywords: Quality culture; Quality management; Airlines

References

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