EXECUTIVE SUMMARY You are a Business Analyst at Georgian Skies, a regional airline with operations across Eastern Canada $($note: this is a fictitious company$).$ Georgian Skies has received numerous complaints from customers about how their baggage is handled, with bags often mis$-$routed or lost. Georgian Skies is planning to expand operations, and is scheduled to open a series of new routes within the next year. Senior management would like to address their customers$$ complaints, and develop a plan to improve their baggage handling systems in time for their expansion. You have been asked to research Alaska Airlines $($note: this is a real company$),$ and to examine the process Alaska uses to handle customers$$ baggage. Senior management would like to see a process flowchart, along with a written report addressing a few topics. INSTRUCTIONS Note: Plagiarism is an academic offense that will, at a minimum, result in a zero grade on the project, and may result in further academic discipline. Please see Georgian College$$s Academic Regulations for more details. $1.$ TheACADEMICHONESTYSTATEMENTmustbecompletedinfull,signed,scanned,and uploaded in the space provided in the Project folder. Projects will not be marked without a completed and signed Statement. $2.$ This Project must be completed INDIVIDUALLY. You must prepare the process flowchart and the report yourself, and you must abide by all Georgian College regulations related to academic integrity. $3.$ Your process flowchart must: be prepared in Microsoft PowerPoint, use standard flowchart symbols. Due: December $11$th$,2022$ by $11$:$59$ pm $($Eastern$)$ Worth $15\%$ of Final Grade $4.$ Yourreportmust: be prepared in Microsoft Word, use a common, professional font $($such as Arial, Calibri, Helvetica, Trebuchet, Times New Roman, etc$),$ with a font size of $10$ or greater, and with normal$-$sized margins, and be no more than $500$ words $($not including a title page$)$; any content which is provided beyond the word$-$count limit will be ignored and not considered in your grade. $5.$ Boththeflowchartandthereportmust: clearly include your full name, student #$,$ course #$,$ and section #$,$ be prepared in English, using proper spelling and grammar, be uploaded into Blackboard, in the spaces provided in the Project folder. $6.$ Any submission received after Sunday, December $11$th$,2022$ at $11$:$59$ pm $($Eastern$)($even by $1$ minute$)$ will receive a grade of $0.$ Technical difficulties are not a valid reason for submitting late work. MARKING METHODOLOGY $/$ EXPECTATIONS Projects will be marked based on: Quality, completeness, accuracy, and visual appeal of the process flowchart. Cohesiveness and clarity of the written report $($i$.$e$.$ questions clearly addressed, depth of understanding, insightful comments$).$ Spelling and grammatical correctness $($in Canadian English$).$ Overall professionalism of submitted work $($easy to understand, visually$-$appealing, etc$).$ Marks will be allocated based on: Accuracy and completeness of process flowchart: Quality and visual appeal of process flowchart: Quality of written report: Overall professionalism of submitted work: Project #$2$ total CASE STUDY: GEORGIAN SKIES Background $10$ MARKS $5$ MARKS $5$ MARKS $5$ MARKS $25$ MARKS Alaska Airlines is unique among the nine major U$.$S$.$ carriers not only for its extensive flight coverage of remote towns throughout Alaska $($it also covers the United States, Hawaii, and Mexico from its primary hub in Seattle$),$ but it is also one of the smallest independent airlines, with $10,300$ employees, including $3,000$ flight attendants and $1,500$ pilots. What makes Alaska Airlines really unique, though, is its ability to build state$-$of$-$the$-$art processes, using the latest technology, that yield high customer satisfaction. Indeed, J$.$D$.$ Power and Associates has ranked Alaska Airlines highest in North America for seven years in a row for customer satisfaction. Alaska Airlines was the first to sell tickets via the internet, first to offer web check$-$in and print boarding passes online, and first with kiosk check$-$in$.$ As Wayne Newton, Director of System Operation Control, states, $$We are passionate about our processes. If it$$s not measured, it$$s not managed.$$ One of the processes Alaska is most proud of is its baggage handling system. Passengers can check in at kiosks, tag their own bags with barcode stickers, and deliver them to a customer service agent at the carousel, which carries the bags through the vast underground system that eventually delivers the bags to a baggage handler. Enroute, each bag passes through TSA $($Transportation Security Administration$)$ automated screening, and is manually opened or inspected if it appears suspicious. With the help of barcode readers, conveyer belts automatically sort and transfer bags to their location $($called a $$pier$)$ at the tarmac level. A baggage handler then loads the bags onto a cart and takes it to the plane for loading by the ramp team waiting inside the cargo hold. There are different procedures for $$hot bags$($bags that have less than $30$ minutes between transfer$)$ and for $$cold bags$($bags with over $60$ minutes between plane transfers$).$ Hot bags are delivered directly from one plane to another $($called $$tail$-$to$-$tail$).$ Cold bags are sent back into the normal conveyer system. The process continues on the destination side with Alaska$$s unique guarantee that customer luggage will be delivered to the terminal$$s carousel within $20$ minutes of the plane$$s arrival at the gate. If not, Alaska grants each passenger a $2,000$ frequent$-$flier mile bonus! The airline$$s use of technology includes barcode scanners to check$-$in the bag when a passenger arrives, and again before it is placed on the cart to the plane. Similarly, on arrival, the time the passenger door opens is electronically noted and bags are again scanned as they are placed on the baggage carousel at the destination; tracking this metric means that the $$time to carousel$($TTC$)$ deadline is seldom missed. And the process almost guarantees that the lost bag rate approaches zero. On a recent day, only one out of $100$ flights missed the TTC mark. The baggage process relies not just on technology, though. There are detailed, documented procedures to ensure that bags hit the $20-$minute timeframe. Within one minute of the plane door opening at the gate, baggage handlers must begin the unloading process. The first bag must be out of the plane within three minutes of parking the plane. This means the ground crew must be in the proper location$$with their trucks and ramps in place and ready to go$.$ Largely because of technology, flying on Alaska Airlines is remarkably reliable $-$ even in the dead of an Alaska winter with only two hours of daylight, $50$ mph winds, slippery runways, and low visibility. Alaska Airlines has had the industry$$s best on$-$time performance, with $87\%$ of its flights landing on time. Your Tasks $1.$ Prepare a process flowchart of the process a passenger$$s bag follows from check$-$in to destination carousel at Alaska Airlines: Consider all possible variations in the bag$$s routing. Consider sub$-$dividing the process into sections for $($i$)$ loading onto a plane, and $($ii$)$ off$-$ loading from a plane. Include the exception process for the TSA opening of selected bags. Note: Process flowcharts will be assessed on $($i$)$ accuracy of process displayed, as well as $($ii$)$ visual clarity of the flowchart itself. $2.$ Prepareabriefwrittenreportprovidingresponsestothefollowingtopics: What metrics $($specific and measurable$)$ are needed to track baggage? What is the role of scanners in the baggage process? How does the kiosk alter the check$-$in process? What are advantages and disadvantages