Getting the best out of your operations control - part 1

"You can’t motivate people, but you can create an environment that encourages them to be motivated." In his article Getting the Best Out of People in the Workplace, Les Landes covers a number of key areas to achieve that goal. What applies to the workplace in general, surely applies to operations control.

This first post about 'getting the best out of your operations control' addresses the operations control processes. Les Landers points out that "if people don’t have clearly defined processes for the tasks that they’re expected to do, they are likely to struggle with how to carry out the tasks." What follows is how a high-level model for an integrated operations control. Such a model should apply for each process being monitored and steered, whether the airport can manage the process directly or not.

Let us take an example of the passenger flow, specifically passenger screening. Flight schedule, resource allocation, capacity information and standard processing times can be used to predict expected passengers and expected waiting times. In the best case, booked passenger numbers are available from the airlines (split by transfer and local passengers). During the day, planned information is automatically and dynamically updated with status changes, such as cancellations, delays, passenger number changes, gate changes, etc. which make the predictions more valuable. Automatically triggered warnings alert coordinators in operations control about potential bottlenecks (e.g. expected waiting times even with all lines open). Pro-active actions can be taken like delaying gate information to passengers and changing the gate. An actual waiting time at a passenger screening, automatically detected or manually reported, will trigger an alert and associated action. Such an action can be, obviously, to open more lines. Another action, maybe not that obvious, would be to first provide a list of flights which are currently being processed at security screening and which maybe become critical to complete boarding in time. Then, passengers of that flight can be directly addressed at the screening point. The analysis and reporting does not only cater for statistics. It should also analyse how well the prediction was, in order to adjust the algorithm. And provide feedback to planning and scheduling.

Now apply the same approach and technology to other processes.

Let's see what will be in part 2 of the series on how to get the best out your operations control. Maybe about Constructive Accountability?

The 7 habits of highly effective punctuality management

As soon as an airport or an airline has a punctuality record month, they publish press releases, they celebrate. But how sustainable is such a short-time success? If you check their performance from then on, you may find them falling back to the levels before.

Can on-time performance be actively managed? If you think it can't be managed or can only be resolved by others, the following 7 habits may present a different perspective. If you already manage punctuality, you can assess where you are in your quest.

Habit	Characteristics
Accountability	There is a sufficient number of delay codes to differentiate delay causer Each delay code (with sub-code) has an owner or responsible organization The delay code assignment process is clear and in place (assign, accept, reject, handling of disputes, final call). Secondary delays are allocated to the original causer Delay cost is calculated and assigned to the causer
Transparency	Delay code assignment and on-time performance of every organization is transparent to everybody. Data quality is high Share performance with other airports
Standardization	Only one definition of delay codes and delays across the airport based on IATA standard, incorporated in the Airport Handling Manual (AHM) Any non-conformance e.g. different reporting from an airline to its head office will be brought forward to the Governance Forum
Governance and Benchmarking	Multi-stakeholder Airport Operations Control Center to manage the daily operational on-time performance and escalations Has a Punctuality Manager Punctuality Board, chaired by the Airport's Punctuality Manager, with delegates from handling agents and airlines proposes and tracks actions Punctuality targets are defined and broken down to each stakeholder Maybe an award/penalty pool for on-time performance Benchmark against other airports
System Integration	Delay codes and delays are captured or integrated into one 'global' system. That system should also allow to automatically track issues of a flight which could have caused the delay in case of disputes.
Communication/PR	Constant, effective communication among all stakeholders Maybe an award for the best punctuality improvement program
Empowerment	Agree on challenging yet achievable goals but leave it up to the partners to implement sustainable improvement Provide sufficient resources for punctuality management and improvement programs

The role of an Airport Management Center for efficient operations

It is certainly a challenge to improve or at least maintain on-time performance and service quality with a continuously growing number of passengers. Airports are establishing structures, processes and technologies to address the challenges of today and the future. Eurocontrol's initiative of Airport Collaborative Decision Making (A-CDM) aims at improving the airside process with a focus on the aircraft turnaround. What about the rest? What about structures, processes and technologies to address this area of business together with the airport partners?

Coordination on ground is a quite complex matter. There are multiple players with their own coordination centers providing disparate services. You will find many shared processes and responsibilities though. Service levels are not aligned and processes have many interdependencies. Even though there are infrastructure limitations, airport and ATC slots, winter operation or specific passenger behavior, you will find rarely a 'superordinated' coordination.

An Airport Management Center (AMC) can address this challenge. The airport operator manages the operation together with their partners. Supported by the top managers of all partners the common goal is operational excellence. The key services are coordinated in one room, moderated by the airport, based on a free flow of information. This will not only require a room but also efficient IT systems.

However, are you ready for this change of culture? The airport's top management must be convinced that this change is necessary in order to achieve its goal. Unfortunately, most of the time such a re-thinking is triggered only after a bigger or smaller crisis. The starting point is a paradigm shift from administrating to orchestrating the operation. There the airport operator takes a leading role in managing the airport operation. The next challenge will be internal shifts of power and responsibilities. This is usually where such projects fail because it may include organizational changes.

After having overcome the mostly internal hurdles, the airport will have to take the initiative and convince their partners to join the center, build the room, implement new IT systems, and to provide know-how transfer and training.

What are the main functions of an AMC? It is an information center which collects and disseminates information. It facilitates communication because peers are sitting in the same room and can talk freely and efficiently. Decisions are made in a collaborative and coordinated manner. Of course, it also creates goodwill amongst the airport partners and a community feeling. Eventually, efficient teamwork, control over operational activities and a leading role by the airport will be achieved.

American queuing 76% better than individual queues

Once the flow of passengers passes a control point (security, passport) which has more than one control position, American Queuing system has clear psychological and physical benefits against individual queues.

• Passengers is neither stressed by long lines even before he lines up nor does it give the impression of chaos.
• They will not ask themselves whether they are in the wrong line, because the waiting time is the same for all passengers.
• The queue will not block because of a "difficult case" which takes longer than usual.
• The waiting time in the queue is not dependent on the performance of a single counter but depends on the number of occupied counters and on the average processing times.
• The movement of the waiting passenger accelerates according to the number of available counters, i.e. the waiting time seems shorter for the waiting passengers (the queue moves constantly forward).
• Individual queues need 76% more waiting area. With large number of passengers, passenger circulation is very limited or even prevented.

Sure there are disadvantage of the American Queuing system: It must be actively managed by 1-2 people in order to ensure optimal throughput at the checkpoint. And, when there are empty queues the posts and tapes interfere with the aesthetics of the waiting area.

How can CDM help to get off the list of the 10 of the world's most hated airports?

Some of the international airports' reputation has been shaken with a world-leading news website ranking them as the most hated airports in the world. CNNGO.com published a report this week titled “10 of the world’s most hated airports”.

According to the journalist the most hated airports in the world are not the worst airports in the world. However, "the worst part may be this airport’s aura of indifference to it all."

Shouldn't Airport CDM also deal with passenger experience? Or, do we just hope that by exchanging information between stakeholders the performance and they way we deal with disruptions will improve automatically?

Why we wait for bags to arrive at the carousel

I received an e-mail from a colleague who recently experienced Zurich Airport. He said that the baggage was amazingly fast on the carousel and wished we could do something at his home airport.

My response was that there were a number of hurdles which were hard to overcome first:

1. Lack of competition: This is the biggest hurdle. Airports are usually monopolists for local passengers. If you need to wait a few more minutes at the baggage carousel, how would that influence your decision on choosing your destination airport?

2. Lack of awareness: How big is the problem? If the airport the asks the ground handlers about the bag delivery performance, guess what answer you will get? It must be truly excellent. What all partners are not aware of, that they are in the same boat, because the passenger will rate the overall quality. Maybe immigration could help with longer queues before we get into the arrival hall ...

3. Lack of accountability: As an airport you can always respond to a complaint that you are terribly sorry and claim that it is not your responsibility but the ground handler's or airline's. In fact, I have seen such letters. Well, some airports start to include service levels into their ground handler license. But, wait, isn't the airline (in fact the passenger) paying for that service?

4. Lack of transparency: The ground handler will not share their performance provided that the bag delivery times are even measured. Now, how can we motivate the ground handler to capture the first bag / last bag information and share it with you?

5. Lack of cooperation: Standards can only be defined and reviewed together. If they are not being met, then there can be a fact based discussion, where the airport is only interested in the output (result) and not the input.

There is light at the end of the tunnel because more and more airport operators become aware that passenger experience is important, in particular for arriving passengers. Even though some of them have no choice, this is part of the first experiences when you arrive at a city, region or country.

How to resolve this, how to overcome the hurdles? Well, true CDM (airside, terminal and landside), incorporated into the organisations, processes, systems and governance is a great enabler to achieve this. Why not ask the airport who was awarded with the best airport baggage delivery award in 2010?

Change happens in nanoseconds

This morning I was sitting in the train from Zurich to Frankfurt listening to Tom Peters’ audiobook "The Pursuit of Wow". After a while he talked about change and that change would only take nanoseconds, but to maintain it would take years.

It took me also a while (fortunately the trip from Zurich to Frankfurt by train is long), but then I thought he was right. A decision to change happens immediately. After that, it is developing the correct habits and putting them into play.

Top performance with collaboration and leadership

Top performance in airport operation is not just a matter of chance. It is a combination of expertise and commitment in the front line, collaboration amongst various organizations and a leader who coordinates the efforts.

Every day a number of companies with disparate interests work together on one product, 'the airport'. How can this diversity of interests, tools, and processes build a unit? This is where airport operators can put efficient management and conflict resolution strategies, organizations, tools and processes in place, not only airside but also landside.

From world class airport facility to world class airport operation

Hi-tech multibillion facilities shall place airports in the elite category of world-class airports. An exciting number of check-in counters, immigration desks, elevators, airbridges, and state-of-the-art baggage sorting systems are designed to provide a level of world-class sophistication for air travel.

However, does all this automatically deliver world class travel experience? My observation is that issues from the 'old' operating model might be covered by new facilities for a while but they will pop up at least in peaks and disruptions.

Stay on top of the game

The Swiss Victor Röthlin won marathon gold on Swiss national day. His career seemed finished after a series of health problems, but he completely dominated the field of 65 men who competed in the 20th European Championships Marathon. This got me thinking about what it really takes to be a winner in business.

As I watched him run I realized that I, like so many others, had no clue of the training regimen required to compete at this level. Most people cannot imagine what it is like to train for a single race. Athletes at that level make it look easy. Sure, without talent they would never have made it that far. But talent alone is not enough. To be successful at anything, whether sport or business, requires a combination of talent, skill, and desire.

True success in business leads to high incomes, a flexible lifestyle, and the attainment of goals that most people only dream of. If you look around you, top business professionals make it look easy. But we can’t imagine the effort that top performers put into training. But top performers do. To be great in business we must invest in ourselves– mind, body, and spirit. We must train like an athlete. We must stay on top of our game.

How does this relate to Airport Operation? I’ve overheard operations managers describe the consistent high performance of top airports as “magical.” They can’t imagine the effort that top performers put into continuous improvement. They don’t understand that success in always paid for in advance. World class airport professionals listen and learn constantly. They strive for improvement potentials in their business constantly. The average and poor performers don’t have time to listen or to look for new answers, think that this is a waste of time. Or, they have more important issues to resolve right now. Some are only open for change when they are in trouble.

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