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Southwest Airlines reflects on historic 10-minute turnaround strategy

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Southwest Airlines reflects on historic 10-minute turnaround strategy
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Southwest Airlines | Official Website

Southwest Airlines, one of the leading airlines in the United States, has come a long way since its humble beginnings. The airline now operates more than 800 Boeing 737 jets, recording nearly $7 billion in operating revenue last quarter with $67 million in net profits. However, back in 1972, the airline teetered on the brink of bankruptcy with only $143 in its account.

The airline's revival is largely attributed to a strategic change – a remarkable 10-minute turnaround time for their aircraft. Presently, the average turnaround time is approximately 49 minutes, with plans to reduce it by an additional five minutes. Initially founded in 1966 by Herbert Kelleher and Rollin King, the airline, then known as Air Southwest Co., aimed to capitalize on intra-state routes in Texas, avoiding stringent federal regulations.

After winning a legal battle against airlines such as Braniff, Trans-Texas, and Continental, Southwest commenced operations, though with financial difficulties. A significant move by the management was selling one of its four Boeing 737s for $500,000, which stabilized the company financially. The need for maintaining the existing flight schedule led to Vice President of Operations Bill Franklin proposing the ambitious 10-minute turnaround time.

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“We can, and we will,” was the rallying cry from Bill Franklin. It became a do-or-die situation, as Franklin told his crew, "You guys are either going to turn these airplanes in 10 minutes or I'm going to fire every single one of you, and I'm going to hire a whole new crew that's willing to work and turn these airplanes in 10 minutes."

This plan turned out to be a success and changed how the airline operated, ensuring profitability returned within a year. Although Franklin passed away in 2015, his legacy continues in the operational model of Southwest.

In recent years, Southwest Airlines has grown steadily, maintaining low-cost operations despite challenges such as delays in deliveries of new Boeing 737 Max aircraft. At the Investor Day in late 2024, CEO Robert E. Jordan shared: “Our plan is detailed, actionable, and highly intentional... We are fully committed to delivering the robust set of tactical and strategic initiatives we presented and restoring the financial prosperity that our plan supports and that Southwest and our shareholders expect.”

Current strategies to enhance operational efficiency include reducing turnaround times, introducing overnight flights, doubling down on point-to-point routes, and implementing assigned seating. This move to assigned seating was driven by customer preferences, as the company found 80% of current and 86% of potential customers preferred allocated seats. Robert E. Jordan remarked on this change: "Moving to assigned seating and offering premium legroom options will be a transformational change that cuts across almost all aspects of the Company... our thoughtful and extensive research makes it clear this is the right choice - at the right time - for our Customers, our People, and our Shareholders."

While modern aviation practices make the 10-minute turnaround an unlikely reality today, the endeavor's spirit continues to shape the operational ethos of Southwest Airlines. Reduced turnaround times remain integral to efficiency and operational goals in a competitive low-cost market.

Despite the challenges, Southwest Airlines continues to innovate, recently announcing plan reductions in turnaround times and new flight schedules to enhance service at various airports. This history of resilience and innovation has cemented Southwest's position as a market leader.

Organizations Included in this History
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