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In 1972, cash-strapped Southwest had to sell one of its four Boeing 737s but wanted to keep flying its existing schedule. Ground crews cut gate turnaround time to about ten minutes, which let three planes cover the flights previously flown by four. The quick turn became the operational foundation of the airline's low-cost model.
Flying only one aircraft model (the Boeing 737) means every pilot, mechanic, and flight attendant can work on every plane. Spare-parts inventory, training, and maintenance procedures collapse to one set. Any plane can also be swapped onto any route, which cuts costs and makes scheduling more flexible and more reliable.
Kelleher ranked employees ahead of customers and shareholders. His reasoning was that well-treated employees treat customers well, and satisfied customers then produce shareholder returns. The practical consequence is that management backs staff against abusive customers rather than assuming the customer is always right.
Southwest selects candidates mainly for humor, warmth, and a team orientation, on the view that technical skills can be taught but disposition cannot. Its interviews watch how applicants treat one another in group settings, and they screen out self-focused candidates even when their credentials are strong. Culture is protected at the hiring gate rather than fixed later.