Operational Planning

Transcription

1 Operational Planning Dr. Joe Sulmona Istanbul Technical University Air Transportation Management M.Sc. Program Airport Planning and Management Module 06

2 Outline A. Introduction B. Operational Planning Framework C. Customer Experience Management D. Aerodrome Safety Management E. Conclusions 2

3 Introduction

4 Operational Change Imperatives Globalization Pressures Active Stakeholder Consent Value Chain Linkages 4

5 Operational Change Imperatives Effective Strategic Response Align organizational and individual accountability Develop people Use technology Encourage common outcomes Demand collaboration Promote success Learn from failures 5

6 Operational Change Imperatives Preparing Organization for Change Recognize everyone is a partner Build relationships even with adversaries Solutions can come from unexpected sources Plan tasks to learn from different perspectives Quality demands total organizational commitment Encourage diversity and collaborative dissent Recognize change will lead to resistance Create assurances about process transparency and inclusiveness, but do not guarantee outcomes And admit resolving conflicting views not simple 6

7 Operational Change Imperatives Encourage Broad Leadership Types Open to wide perspectives Manages but does not avoid risk Empathy for circumstances Effective communications Motivates by example Builds consensus Dedicated to task Value-laden Serve Others 7

8 Operational Planning Framework

9 Operational Process Management Factors Driving Process Change Privatisation Funding constraints Resource management challenges Capacity expansion Technology / automation potential Passenger experience management Safety / security considerations Environmental and social obligations 9

10 Journey Management Perspective Modal Choice 10

11 Journey Management Perspective Air Service Choice 11

12 Journey Management Perspective Passenger Service Choice 12

13 Journey Management Perspective Baggage Service Choice 13

14 Journey Management Perspective Cargo Airport Choice 14

15 Operational Planning Airport needs to establish framework Operational Plans Maintenance & Life Cycle Plans Safety/Security and Business Continuity Plans Successful airports do not just happen Rapid response to challenges Replicability in service excellence Support corporate knowledge building Engage contractors as if internal staff 15

16 Operational Plans Wide variety of topics Terminal facility (gates, check-in, etc) assignments aligned with SLOT control procedures Baggage management protocols Airside Vehicle Operation procedures and controls Routine maintenance / FOD management Aeronautical Information Publications (NOTAM) Wildlife control / environmental spill procedures Construction project controls in operational areas Live system training and disaster event drills 16

17 Preventative Plans Expected Events Work with equipment manufacturers and suppliers to develop a forward-looking schedule Prepare routine Condition Reports that assesses the condition of facilities and equipment to identify when maintenance / rehabilitation may be required Introduce incentives into preventive maintenance contracts that links high levels of service reliability with contractor payments Always make life-cycle based capital investment decisions or for at least full length of concession 17

18 Responsive Plans Un-Expected Events Business Continuity Planning is preparation for interruptions or disruptions so to minimize impacts, protect airport image, preserve profitability and maintain investor confidence Save re-launch costs and shortens recovery period Necessary to manage litigation costs associated with duty of care 18

19 Customer Experience Management

20 Paradigm Shift Shift from customer service to customer experience delivery orientation Airport Passenger Airlines Other Service Providers 20

21 Customer Experience Delivery Orientation Shifting Passenger Priorities? Minimum airport service levels Reasonable passenger expectations Willingness-to-pay versus service offering Preferred airports do what well In consumer product saturated world, customer experience growing in importance And how can airport measure desired customer experience in an effective way 21

22 Customer Experience Delivery Orientation Typical Outcomes Operational Efficiency Clear signage / wayfinding Retail / F&B choices Guest relations Simple sequential steps Reflects Sense of Place Efficient Recovery Easy access Short queues Pleasant surrounds Value for Money Respects diversity Welcoming Clean 22

23 Airports Must Manage Experience Management Tasks Define market position through service standards Consistent delivery of basics, e.g. cleanliness Assess performance to determine future change Invest in modern facilities and processes Engage employees / contractors on service vision Requires leadership from across organization Customer Relations function might be lead, but crucial that all departments have customer service delivery responsibilities in their areas 23

24 Airports Must Manage Experience Service Differentiation Many airports are indistinguishable from each other Passengers are interested in uniqueness, especially leisure travellers seeking disconnect from reality Airport service offering is not just attractive building design and local tourism promotion Recognize customers wish to be part of experience Advanced airport experiences involve new way of thinking about the role of the customer 24

25 Best-Practice Customer Experience 25

26 Customer Service ROI Justifying Investment Source: DKMA,

27 Customer Service ROI DKMA study identify airports improved satisfaction levels by 0.1 year: Without building new terminals or closing facilities Without radically transforming their airport Strategy involved was to optimise the passenger experience: Identify what matters most to passengers Focus management / contractor efforts on improving what matters most to passengers 27

28 Customer Service Measurement Customer Satisfaction Measure of how productions and services meet or exceed customer expectations Gap Analysis Gap between expectation of performance and customer perception Simple Formula When customer perception of performance meets or exceed customer expectation 28

29 Customer Service Measurement Airport Measurement Tools Market Research Surveys Focus Groups Consumer Complaints Mystery Shopping Benchmarking Internal / External Inspections and Audits Consultations with service providers 29

30 Customer Service Measurement 30

31 Customer Service Measurement 31

32 Customer Service Measurement 32

33 Customer Service Measurement 33

34 Customer Service Measurement 34

35 Customer Service Measurement 35

36 Customer Service Measurement 36

37 Customer Service Measurement 37

38 Customer Service Measurement 38

39 Customer Service Measurement 39

40 Aerodrome Safety Management

41 Aerodrome Safety Management Safety is essence of aviation service quality! The state in which the possibility of harm to persons or of property damage is reduced to and maintained at or below, an acceptable level through a continuing process of hazard identification and safety risk management 41

42 Aerodrome Safety Management Safety First? In the complex aviation environment, hazards exist and errors will occur, thus Zero Accidents is a largely unachievable goal Yet, management must still strive to reduce and mitigate hazards that exist Not all risks can be transferred so must manage effectively, with aim to balance protection of all stakeholders 42

43 Aerodrome Safety Management Regulatory Compliance If the Regulator issues an Airport Operators Certificate (AOC), does this assure airport is operating safely? Compliance with ICAO SARP s and even national legislation still may be insufficient IATA adopting broader performance standard 43

44 Aerodrome Safety Management Safety Culture Employee attitudes towards safety Tolerance or workaround s the established safety practice spells serious trouble Airports need to be leaders in all aspects of managing quality, especially service reliability 44

45 Breeding Safety Culture 45

46 Breeding Safety Culture Error Avoidance Aviation complexity can strain ability for effective human interaction Demands sophistication with hiring, training, and an overall approach to build confidence that safety is consistently achievable 46

47 SHELL Model Liveware Definition Humans at the front line of operations, regardless of the support processing done by automated systems Interface imperfect with the various components of the airport operational system All system inputs must be carefully matched to human capacity if stresses/failures in the system are to be preferably avoided but at least reduced While humans are remarkably adaptable, and can apply effective judgement in the most complex of situations, this capacity can be overwhelmed 47

48 SHELL Model Liveware-Hardware Interface Refers to relationship between the human and the physical attributes of equipment, machines and facilities Interface between human and technology is commonly considered with reference to human performance and there is often a natural human tendency to adapt to L-H mismatches Nonetheless, this tendency has the potential to mask serious deficiencies, which may only become evident after an occurrence 48

49 SHELL Model Liveware-Software Interface Relationship between the human and the supporting systems found in the workplace, e.g. regulations, manuals, checklists, publications, standard operating procedures (SOPs) and computer software Includes issues as recent experience, accuracy, format and presentation, vocabulary, clarity and commonly used symbols Particularly challenging in international aviation given the broad cross-cultural mis-match that can occur, not just from language but from cultural meanings 49

50 SHELL Model Liveware-Liveware Interface Relations among persons in the work environment, often with conflicting perspectives, responsibilities, and experiences Recognize that communication and inter-personal skills, as well as group dynamics play a role in determining human performance Crew resource management (CRM) creates focus on operational errors across multiple aviation domains Staff / management relationships also another source of organizational conflict that introduces errors 50

51 SHELL Model Liveware-Environment Interface Internal and external environments such as noise, temperature, ambient light, vibration, air quality, weather factors, aviation infrastructure and terrain influence human perceptions and risk avoidance Psychological and physiological forces, including illness, fatigue, financial uncertainty, personal relationships and career concerns can induced errors Aviation includes disturbances to biological rhythms / sleep patterns that can hide personal or system problems as night / weekend work not always effectively supervised 51

52 Safety Accountability ICAO SMS Safety Accountabilities refer to the demands on individuals to deliver, either directly, or through supervision and management of others, including those to whom the individual has delegated responsibility Involves cascading decision-making framework starting with governance structure, through executive management, operational directors, supervisors and ultimately line-workers Aviation industry further complicated by growing numbers of contractors and outsource partners 52

53 Safety Implementation 53

54 Conclusions

55 Conclusions Operational Planning core to airport system Customer experience management requires clear service standards, routine performance assessments, introduction of modern facilities and processes, and organization-wide leadership Best-practice airports are most effective in responding to challenges, offer reliable service excellence, ensure knowledge is shared amongst stakeholders, and builds value chain community Must understand human system interface as overly complex systems will introduce quality gaps that may remain unnoticed until system failure 55

56 Select References ICAO, Policies on Safety Management Systems, Doc. 9859, V.3, 2013 IATA IOSA Program Manual, Operational Safety Audit, 6 th Edition, 2014 DKMA Consulting Ltd., THE ROI OF GREAT CUSTOMER SERVICE - How satisfaction influences passenger spending, 2010 ACI / DKMA, Introduction to ASQ Retail Measuring and benchmarking Retail / F&B Services, 2013 U.S. Transportation Research Board, Being Prepared for IROPS, Airport Cooperative Research Program Report 106,

57 Thank You!