British Airways London Eye

British Airways London Eye
The British Airways London Eye is the world?s largest observation
wheel and one of the UL?s most spectacular tourist attractions.
Since opening to 2006, they have welcomed over 21million
visitors. The 32 fully air conditioned passenger capsules, fixed on
the perimeter of the 135 metre diameter rim, each holds up to
25 people. The wheel rotates continuously, so entry requires
customers to step into the capsules which are moving at 0.26
meters per second, which is a quarter of normal walking speed.
One complete 360-degree rotation takes 30 minutes, at the end of which he doors open and passengers disembark. Boarding and disembarkation are separated on the specially designed platform which is built out over the river. Attraction has a ?timed admissions bookings. This allocates requests for flights on the basis of
half-hour time slots. At the time of writing, the London Eye is open every day except Christmas days. The first flight of the day departs at 10am. In summer (June-September) the last flight is at 9pm and the rest of the year at 8:00 pm. The British Airways London Eye forecasts anticipated that 2.2 million passengers would fly the London Eye in 2000, excluding January, which was reserved for final testing and admission of invited guests only. An early press release told journalists that the London Eye would rotate an average of 6,000 revolutions per year.
1. What is capacity planning and control?
2. Calculate the hourly weekly and annual design capacity of the London Eye, based on the planned operation time. How does this compare with the maximum theoretical design capacity if it operated 24 hours a day? How does accurate is the annual number of
revolutions mentioned in the press release?
3. Based on passenger numbers what is the anticipated capacity utilization in the first year of operation? Explain why this is less than 110 %.

Operations Managers have an ambivalent attitude towards inventories. On the one hand, they can be costly, risky and take valuable space. On the other, they can provide security for customer demands. Operations Managers are faced with the dilemma of inventory management because supply and demand are not exactly in harmony.

Using Google as a company – compare two inventory management systems – IMS (or software packages) of Google which could be purchased by the General Manager of the firm to gain control of inventory throughout the organization. What are the claimed benefits of each system and how do they align to the theories in the week?s module.