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Student Spreadsheet to accompany product W26084.

The note provides a qualitative and quantitative overview of the North American airline and airport industries with data covering 2016 to 2020. Specifically, the data covers five airlines—American Airlines Group Inc., Delta Air Lines Inc., Southwest Airlines Co., United Airlines Holdings Inc., Air Canada, and WestJet Airlines Ltd.—and five airports—New York’s LaGuardia, Los Angeles International, Chicago’s O’Hare International, Toronto Pearson International, and Tucson International. The objective is to provide students with a basic understanding of the business and operations of the airline and airport industries.

Spreadsheet Supplement for Case W26084

The note provides a qualitative and quantitative overview of the North American airline and airport industries with data covering 2016 to 2020. Specifically, the data covers five airlines-American Airlines Group Inc., Delta Air Lines Inc., Southwest Airlines Co., United Airlines Holdings Inc., Air Canada, and WestJet Airlines Ltd.-and five airports-New York's LaGuardia, Los Angeles International, Chicago's O'Hare International, Toronto Pearson International, and Tucson International. The objective is to provide students with a basic understanding of the business and operations of the airline and airport industries.

In 2016, a summer intern at Bombay Hospital Indore, in India, was tasked with evaluating the hospital's patient discharge process. Two types of insured patients required different discharge processes for the payment of outstanding balances. The intern needed to map the respective processes and project the outcomes of (1) moving from the current two parallel systems to one centralized, or pooled, system; and (2) adding a third staff member to process patient discharges and collect payments. Would these suggested solutions resolve the problem of wait times? Would one be more effective than the other?

In 2016, a summer intern at Bombay Hospital Indore, in India, was tasked with evaluating the hospital’s patient discharge process. Two types of insured patients required different discharge processes for the payment of outstanding balances. The intern needed to map the respective processes and project the outcomes of (1) moving from the current two parallel systems to one centralized, or pooled, system; and (2) adding a third staff member to process patient discharges and collect payments. Would these suggested solutions resolve the problem of wait times? Would one be more effective than the other?

In 2017, wait times for kidney transplants in Ontario were getting out of hand. While patients from London Health Sciences Centre’s kidney transplant program in London, Ontario, had a reasonable wait of approximately one year, patients in Toronto's kidney transplant program waited almost four years. In an attempt to improve the overall wait times for all Ontario patients, the provincial Ministry of Health intended to merge the two currently independent programs and create a unified wait-list. Two doctors at London Health Sciences Centre were concerned about the effects of the merger for their patients in London, and asked an analytics specialist to determine the effects of the merger. Would the merger have the adverse outcome they expected for their patients’ wait times?

In 2017, wait times for kidney transplants in Ontario were getting out of hand. While patients from London Health Sciences Centre's kidney transplant program in London, Ontario, had a reasonable wait of approximately one year, patients in Toronto's kidney transplant program waited almost four years. In an attempt to improve the overall wait times for all Ontario patients, the provincial Ministry of Health intended to merge the two currently independent programs and create a unified wait-list. Two doctors at London Health Sciences Centre were concerned about the effects of the merger for their patients in London, and asked an analytics specialist to determine the effects of the merger. Would the merger have the adverse outcome they expected for their patients' wait times?

Spreadsheet to accompany product 8B18E020.

Excel spreadsheet for instructors.

Excel spreadsheet for instructors.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - INFORMS Case and Teaching Materials Competition</strong></p><br>Founded in 1972, the Association of Tennis Professionals (ATP) was the governing body of three professional men’s tennis circuits: the ATP World Tour, the ATP Challenger Tour, and the ATP Champions Tour. In addition to the ATP World Tour tournaments, there were four highly coveted and extremely competitive Grand Slam tournaments, one of which was Wimbledon. In 2014, two professional tennis players sought to determine their respective odds of placing first at Wimbledon, by using an understanding of probability, stochastic modelling, and Markov chain application. Both players were ranked outside the top 100 and faced a momentous task.

Founded in 1972, the Association of Tennis Professionals (ATP) was the governing body of three professional men's tennis circuits: the ATP World Tour, the ATP Challenger Tour, and the ATP Champions Tour. In addition to the ATP World Tour tournaments, there were four highly coveted and extremely competitive Grand Slam tournaments, one of which was Wimbledon. In 2014, two professional tennis players sought to determine their respective odds of placing first at Wimbledon, by using an understanding of probability, stochastic modelling, and Markov chain application. Both players were ranked outside the top 100 and faced a momentous task.

In 2010, the owner of a small air-passenger firm transports individuals and small groups to remote waterfront regions. The business serves two types of customers: private and public. The private customers can afford to pay more, while the public customers’ budget constraints limit what they can pay. The owner wants to set a single price that will maximize his expected revenue across both customer groups. A constraining factor is the plane’s limited capacity, which means the owner cannot accommodate all requests. In other words, after a flight has been sold out, seats may still be requested by customers who potentially might be willing to pay more. See supplement 9B13E014.

This is a supplement to 9B13E013.

Supplement to case W13724.

The owner of a small air-passenger firm transports individuals and small groups to remote waterfront regions. The business serves two types of customers: private and public. The private customers can afford to pay more, while the public customers' budget constraints limit what they can pay. The owner wants to set a single price that will maximize his expected revenue across both customer groups. A constraining factor is the plane's limited capacity, which means the owner cannot accommodate all requests. In other words, after a flight has been sold out, seats may still be requested by customers who potentially might be willing to pay more. See supplement W13725.

Excel spreadsheet for 9B10E017 and 9B10E018.

A student is trying to incorporate various analytical tools to assist in selecting National Hockey League (NHL) players for a fantasy hockey pool, using individual player data from the 2006-2009 NHL seasons. The student must come up with a strategy in which 16 players are selected for the 2010 season.

In this supplement to Student Plays Fantasy Hockey (A), the student is faced with an additional constraint regarding the total salary of the players selected. The student must come up with a strategy to select 16 players and not exceed $45 million in total salaries.