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Airport Steering Concept

Airport Steering Concept. Duties and responsibilities. Value based management of the airport within the assigned time range. Control and coordination of all relevant processes Control and disposition of the necessary resources during daily operation

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Airport Steering Concept

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  1. Airport Steering Concept

  2. Duties and responsibilities Value based management of the airport within the assigned time range • Control and coordination of all relevant processes • Control and disposition of the necessary resources during daily operation • Collection and dissemination of information from and to airport services customers and providers • Performance Management and Reporting • Feedback to relevant airport services customers and providers • Steering of the airport system in cooperation with customers and providers (CDM) • operation • quality

  3. OpsCon Airport resources Airport infrastructure Function Owner customers providers

  4. Performance Management Basic duties Extended duties activ reactiv • Reporting • Feedback • emergency • concept • general steering duties Performance Management SLA‘s Bonus-malus concepts Irregularity Recovery measures • interface management Contingency planning Information center Duties

  5. Active steering Procedure: • Comparison of expected production volume with the available airport capacity (limits / infrastructure / resources) • Analysis • Assessment of critical processes and time ranges (“bottlenecks”) • Designing of preventive measures • Coordination with airport units customers and providers • Implementation of measures

  6. Reactive steering Procedure: • Identification of critical processes • Correction of faulty processes • Implementation of corrective measures in cooperation with affected partners (CDM) • Information of airport services customers and providers (media if necessary)

  7. active / reactive steering conditions: • Excellent decision support systems • Good communication tools • Data • Planning Unique • Flight data • Expected / actual status of infrastructure • Booking figures Airlines / actual load • Availability of resources • Airport • Providers • Handling • Performance main players • others

  8. Rules #1 Influence • Within its range the Steering controls and/or coordinates all processes which have or could have an influence on airport operation (direct control of airport processes, coordination of all other processes). The steering of the non-airport processes will be done by SLA‘s #2 Hierarchical authority • All airport units which have or could have an influence on airport operations are subordinated to the Airport Steering. This is not valid if safety is jeopardized and where the law would be violated.

  9. Rules #3 Financial authority • The Duty Manager may exceed the function-specific limit for the financing of preventive actions or for the implementation of irregularity recovery measures #4 Subordination • In daily operation all members of the Airport Steering are subordinated to the Airport Duty Manager but remain administratively with their respective unit.

  10. Rules #5 Data • Airport units customers and providers are obliged to provide upon request all the necessary data needed by Airport Steering. Confidentiality is granted by the airport.

  11. Range • The time range is 3 weeks (rolling) • It can be adjusted in coordination with airport planning for special cases

  12. Responsibility for information: Short term planning OpsCon current season Steering range Strategic planning Short term planning Daily Ops 3 weeks rolling Range OpsCon OPP 8 weeks rolling Short term planning information to OpsCon for planning of resources

  13. Landside Interface Airside Interface Landside Process Landside Process Airside Process Airside Process Landside Interface Airside Interface Infrastructure Interface Infrastructure Process Infrastructure Status Infrastructure Interface Steering concept (core team) Manager Landside processes Manager Airside processes Airport Duty Manager Manager Infrastructure

  14. Landside • Responsible for terminals & landside area • Present in the Airport Steering • Presence on the tarmac required • Control of all landside processes not present in the steering. • Suggestion: to be done by Terminal Management

  15. Airside • Responsible for tarmac / runways / Taxiways • Present in the Airport Steering • Control of all airside processes not present in the steering. • Presence on the tarmac required • Suggestion: to be done by Airport Authority

  16. Infrastructure • Supervision of all buildings and technical installations • Presence in the Steering required

  17. Performance Management&Reporting

  18. Performance Management Duties: • Quality management of airport and non-airport processes • Implementation of the „balanced scorecard“ principle in daily operation Tools: • Operations Control • Managing of the airport • Analyses • Reporting • SLA‘s • Target setting in order to reach the envisaged EBIT • Bonus-Malus concepts • Indirect steering of performance and quality

  19. The „balanced-scorecard-approach“ four perspectives: • finances (MIS) • How should we act with partners in order to ensure financial success?" • customers (quality) • How should we act with customers in order to realize our vision?" • internal processes (efficiency) • In which business processes must we be the best in order to satisfy our partners and customers?" • learning / development (continuous improvement) • "How can we promote our change and growth potential in order to realize our vision?"

  20. Performance Management Ideal conditions: • an interactive ops control system which supports the management process • a reporting which is in line with the current philosophy • as few key figures as possible (3-6) to avoid the loss of focus (oversophisticated performance management) • little complexity, good transparency

  21. Measure and report Robert Kaplan: „if you don‘t measure you don‘t manage“

  22. Extent of reporting • display of production (undirected reporting) • display of suboptimal processes (analysis) • display of financial damage for airport / customers and providers (validation)

  23. Value production of the airport • The value-added produced by the airport depends largely upon the value added produced by the airlines. • To optimize its value added potential the airport ought to help the airlines to improve their EBITDAR per seat. • Identification of the value-drivers • Improvement of operational efficiency • Reduction of the Minimum Connecting Time • Reduction of the Minimum Turnaround Time • Reduction of Passenger Waiting Time

  24. Value drivers (Zoom Indicators) How to select Value Drivers: • Relevance for the reaching of the company targets (EBIT) • Operationability(attributable to internal and external providers and thus usable to manage the processes)

  25. Value Driver Tree

  26. Improvement of the operational efficiency • Optimize resource disposition • Control and optimize internal processes • Coordinate internal with external processes • Influence external processes with Service Level Agreements • Support innovation

  27. How to proceed • Identification of the 3-6 most important „value drivers“ (zoom-indicators) in the operation • Criteria: improvement potential / financial impact • Determination of the measuring points • Dokumentation and Visualisation of the deviations

  28. Order of implementation quantitative • Production figures qualitative (responsibility accounting) • punctuality (incl. causers) • Processing time (passengers / baggage etc.) • Service quality • Airport • customers • providers • financials • costs • revenue • Costs per unit

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