Airline Business Process Optimization 3v586r
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Airline Business Process Optimization [email protected]
Copyright (c) 2009 Jeppesen Jeppesen.com
Presentation Plan • • • • • •
Introduction Research Application Case Study 1 Case Study 2 Summary
Copyright (c) 2009 Jeppesen
2
Introduction
Copyright (c) 2009 Jeppesen
3
How All These Happened • Visited/met several airlines worldwide • Performed an extensive research of airline business processes • Developed template business process model • Developed methodology to analyze and streamline business processes by providing business, system and data views • Applied acquired knowledge at several airlines
Copyright (c) 2009 Jeppesen
4
Research
Copyright (c) 2009 Jeppesen
5
Methodology • Developed methodology to captures airline’s business processes allowing to understand: – How an airline works, – Who is involved, – How activities flow from beginning to end.
Copyright (c) 2009 Jeppesen
6
Metrics • Developed structured set of metrics allows: – Comparison of alternatives and identification of best practices – Focusing on global value rather than on value by silo is crucial in showing the added value Delay propagation
Schedule Deviation Metrics
300
250
Recovery Time
200
Delayed Flights
150
Delay Time Overlap Time
100
Delay & Overlap
50
1 0.9
(0.50, 0.40, 0.70)
1
0.8
(1.00, 1.00, 1.00) * (1.00, 0.80, 0.88)
5 R
0.7
(0.60, 0.60, 0.60)
0.6 0
0.5 10
20
30
40
50
60
70
80
Initial Delay Time
90
0.4 0.2
0.3
0.4
0.2 0.1 0
0.6 0.8
0.2 Copyright (c) 2009 Jeppesen
0.4
0.6
1
0.8
1
7
Combined • Combination enables: – – – –
Better transparency Bottleneck identification Processes streamline Identification and validation of optimization opportunities
Copyright (c) 2009 Jeppesen
8
Application
Copyright (c) 2009 Jeppesen
9
Current Work • Focus on implementation of developed methodology by customizing templates to the actual airline processes
• Providing system, data and decision flow views within existing business process model • Identifying process optimization opportunities and providing best practices • Two case studies showing results obtained at two midsize airlines with large international networks, one with scheduled and other with ad-hoc operations • Deliverable includes: – As-Is process models – To-Be process models Copyright (c) 2009 Jeppesen
10
Case Study 1
Copyright (c) 2009 Jeppesen
11
Airline Business Processes Flight Scheduling
Fleet Scheduling
Crew Scheduling
Planning & Maintenance
Transition & Coordination
Operations
Revenue Management
Maintenance Scheduling
Copyright (c) 2009 Jeppesen
12
AS-IS Planning Process Model Flight Scheduling
Initial plan
Fleet Scheduling
Plan maintenance
Initial plan
Crew Scheduling
Copyright (c) 2009 Jeppesen
Plan maintenance
Plan Plan Plan maintenance reoptimization maintenance
Manual adjustments
Pairing
Revenue Management
Maintenance Scheduling
Final plan
Plan maintenance
Roster maintenance
Rostering
Reservations
Initial plan
Plan maintenance
13
TO-BE Planning Process Model Flight Scheduling
Initial plan
Fleet Scheduling
Plan maintenance
Initial plan
Crew Scheduling
Maintenance Scheduling
Copyright (c) 2009 Jeppesen
Plan maintenance
Plan maintenance & reoptimization
Pairing
Revenue Management
Final plan
Roster maintenance
Rostering
Reservations
Initial plan
Plan maintenance
14
AS-IS Transition Process System View Planning Tail Assignment
Data transfer Tail assignments
Validation
Aircraft/ crew connections data exchange Crew Pairing
Tail assignments
Operations
Reservations
Aircraft Recovery
Movement Control
Crew Tracking
Tail assignments
Transition
enger Recovery
Bookings Reroutes
Reservation System
Crew pairings
EDS Flight Dispatch
Crew Rostering Copyright (c) 2009 Jeppesen
15
TO-BE Transition Process System View Planning
Data transfer
Operations
Planning Data
Operational Data
Tail Assignment
Aircraft Recovery
Reservations
Tail Assignments Movement Control
Crew Tracking
Crew Pairing Crew Rosters
enger Recovery
Bookings Reroutes
Reservation System
EDS Flight Dispatch Crew Rostering Copyright (c) 2009 Jeppesen
16
AS-IS Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history
Flight updates Aircraft recovery
Aircraft Tracking
Fleet history
Pax Rerouting
Booking history
Crew Tracking
Crew history
Crew recovery
Crew updates
Maintenance history
Maintenance recovery
Maintenance updates
Maintenance Management
Copyright (c) 2009 Jeppesen
Tail updates
Pax recovery
Reservation updates
17
TO-BE Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Aircraft Tracking Operations history
Aircraft & enger recovery Future operation updates
Pax Rerouting
Crew Tracking
Maintenance Management
Crew recovery
Maintenance history
Copyright (c) 2009 Jeppesen
Maintenance recovery
Maintenance updates
18
Case Study 2
Copyright (c) 2009 Jeppesen
19
Airline Business Processes
Sales
Flight Scheduling
Fleet Scheduling
Customer Services
Planning & Maintenance
Operations
Crew Scheduling
Copyright (c) 2009 Jeppesen
20
AS-IS Planning Process Model
Sales
Flight request
Flight Scheduling
Fleet Scheduling
Crew Scheduling
Copyright (c) 2009 Jeppesen
Flight acceptance
management
Feasibility Check
Fleet assignment
Plan maintenance
Crew assignment
Roster maintenance
21
TO-BE Planning Process Model
Sales
Flight request
Flight acceptance
management
Fleet & Crew assignment
Plan maintenance & reoptimization
Flight Scheduling
Fleet Scheduling
Crew Scheduling
Copyright (c) 2009 Jeppesen
22
AS-IS Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history
Aircraft Tracking
Fleet history
Crew Tracking
Crew history
Sales
Booking history
Copyright (c) 2009 Jeppesen
Feasibility Check
Fleet assignment
Crew assignment
Flight request
Flight acceptance
Schedule tracking
Flight updates
Aircraft tracking
Tail updates
Crew tracking
Pax tracking
Crew updates
enger updates
23
TO-BE Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history Aircraft recovery
Aircraft Tracking
Fleet history
Crew Tracking
Crew history
Sales
Booking history
Copyright (c) 2009 Jeppesen
Future operations updates
Crew recovery
Flight request
enger tracking & recovery
enger updates
24
Summary • Existing processes and IT infrastructure significantly streamlined
• Permits growth without increase in business and IT staff • Existing processes are ed, additional benefits possible if ready to change them • Cost/benefit analysis of process changes is enabled
• Shortened planning processes and flexibility for future business model changes • Facilitates demand driven operations Copyright (c) 2009 Jeppesen
25
Summary (cont.) • Allows profit centric operations - at each moment it is possible to see cost/revenue effects of using certain tail/crew, rerouting engers and diverting flights • Set of KPIs available to evaluate consequences for each affected area as well as to find pareto efficient solution
• Initial findings show response time and solution quality improvement
Copyright (c) 2009 Jeppesen
26
Copyright (c) 2009 Jeppesen Jeppesen.com
Presentation Plan • • • • • •
Introduction Research Application Case Study 1 Case Study 2 Summary
Copyright (c) 2009 Jeppesen
2
Introduction
Copyright (c) 2009 Jeppesen
3
How All These Happened • Visited/met several airlines worldwide • Performed an extensive research of airline business processes • Developed template business process model • Developed methodology to analyze and streamline business processes by providing business, system and data views • Applied acquired knowledge at several airlines
Copyright (c) 2009 Jeppesen
4
Research
Copyright (c) 2009 Jeppesen
5
Methodology • Developed methodology to captures airline’s business processes allowing to understand: – How an airline works, – Who is involved, – How activities flow from beginning to end.
Copyright (c) 2009 Jeppesen
6
Metrics • Developed structured set of metrics allows: – Comparison of alternatives and identification of best practices – Focusing on global value rather than on value by silo is crucial in showing the added value Delay propagation
Schedule Deviation Metrics
300
250
Recovery Time
200
Delayed Flights
150
Delay Time Overlap Time
100
Delay & Overlap
50
1 0.9
(0.50, 0.40, 0.70)
1
0.8
(1.00, 1.00, 1.00) * (1.00, 0.80, 0.88)
5 R
0.7
(0.60, 0.60, 0.60)
0.6 0
0.5 10
20
30
40
50
60
70
80
Initial Delay Time
90
0.4 0.2
0.3
0.4
0.2 0.1 0
0.6 0.8
0.2 Copyright (c) 2009 Jeppesen
0.4
0.6
1
0.8
1
7
Combined • Combination enables: – – – –
Better transparency Bottleneck identification Processes streamline Identification and validation of optimization opportunities
Copyright (c) 2009 Jeppesen
8
Application
Copyright (c) 2009 Jeppesen
9
Current Work • Focus on implementation of developed methodology by customizing templates to the actual airline processes
• Providing system, data and decision flow views within existing business process model • Identifying process optimization opportunities and providing best practices • Two case studies showing results obtained at two midsize airlines with large international networks, one with scheduled and other with ad-hoc operations • Deliverable includes: – As-Is process models – To-Be process models Copyright (c) 2009 Jeppesen
10
Case Study 1
Copyright (c) 2009 Jeppesen
11
Airline Business Processes Flight Scheduling
Fleet Scheduling
Crew Scheduling
Planning & Maintenance
Transition & Coordination
Operations
Revenue Management
Maintenance Scheduling
Copyright (c) 2009 Jeppesen
12
AS-IS Planning Process Model Flight Scheduling
Initial plan
Fleet Scheduling
Plan maintenance
Initial plan
Crew Scheduling
Copyright (c) 2009 Jeppesen
Plan maintenance
Plan Plan Plan maintenance reoptimization maintenance
Manual adjustments
Pairing
Revenue Management
Maintenance Scheduling
Final plan
Plan maintenance
Roster maintenance
Rostering
Reservations
Initial plan
Plan maintenance
13
TO-BE Planning Process Model Flight Scheduling
Initial plan
Fleet Scheduling
Plan maintenance
Initial plan
Crew Scheduling
Maintenance Scheduling
Copyright (c) 2009 Jeppesen
Plan maintenance
Plan maintenance & reoptimization
Pairing
Revenue Management
Final plan
Roster maintenance
Rostering
Reservations
Initial plan
Plan maintenance
14
AS-IS Transition Process System View Planning Tail Assignment
Data transfer Tail assignments
Validation
Aircraft/ crew connections data exchange Crew Pairing
Tail assignments
Operations
Reservations
Aircraft Recovery
Movement Control
Crew Tracking
Tail assignments
Transition
enger Recovery
Bookings Reroutes
Reservation System
Crew pairings
EDS Flight Dispatch
Crew Rostering Copyright (c) 2009 Jeppesen
15
TO-BE Transition Process System View Planning
Data transfer
Operations
Planning Data
Operational Data
Tail Assignment
Aircraft Recovery
Reservations
Tail Assignments Movement Control
Crew Tracking
Crew Pairing Crew Rosters
enger Recovery
Bookings Reroutes
Reservation System
EDS Flight Dispatch Crew Rostering Copyright (c) 2009 Jeppesen
16
AS-IS Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history
Flight updates Aircraft recovery
Aircraft Tracking
Fleet history
Pax Rerouting
Booking history
Crew Tracking
Crew history
Crew recovery
Crew updates
Maintenance history
Maintenance recovery
Maintenance updates
Maintenance Management
Copyright (c) 2009 Jeppesen
Tail updates
Pax recovery
Reservation updates
17
TO-BE Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Aircraft Tracking Operations history
Aircraft & enger recovery Future operation updates
Pax Rerouting
Crew Tracking
Maintenance Management
Crew recovery
Maintenance history
Copyright (c) 2009 Jeppesen
Maintenance recovery
Maintenance updates
18
Case Study 2
Copyright (c) 2009 Jeppesen
19
Airline Business Processes
Sales
Flight Scheduling
Fleet Scheduling
Customer Services
Planning & Maintenance
Operations
Crew Scheduling
Copyright (c) 2009 Jeppesen
20
AS-IS Planning Process Model
Sales
Flight request
Flight Scheduling
Fleet Scheduling
Crew Scheduling
Copyright (c) 2009 Jeppesen
Flight acceptance
management
Feasibility Check
Fleet assignment
Plan maintenance
Crew assignment
Roster maintenance
21
TO-BE Planning Process Model
Sales
Flight request
Flight acceptance
management
Fleet & Crew assignment
Plan maintenance & reoptimization
Flight Scheduling
Fleet Scheduling
Crew Scheduling
Copyright (c) 2009 Jeppesen
22
AS-IS Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history
Aircraft Tracking
Fleet history
Crew Tracking
Crew history
Sales
Booking history
Copyright (c) 2009 Jeppesen
Feasibility Check
Fleet assignment
Crew assignment
Flight request
Flight acceptance
Schedule tracking
Flight updates
Aircraft tracking
Tail updates
Crew tracking
Pax tracking
Crew updates
enger updates
23
TO-BE Operations Process Model Flight planning & monitoring
Flight Dispatch
Flight Scheduling
Flight history Aircraft recovery
Aircraft Tracking
Fleet history
Crew Tracking
Crew history
Sales
Booking history
Copyright (c) 2009 Jeppesen
Future operations updates
Crew recovery
Flight request
enger tracking & recovery
enger updates
24
Summary • Existing processes and IT infrastructure significantly streamlined
• Permits growth without increase in business and IT staff • Existing processes are ed, additional benefits possible if ready to change them • Cost/benefit analysis of process changes is enabled
• Shortened planning processes and flexibility for future business model changes • Facilitates demand driven operations Copyright (c) 2009 Jeppesen
25
Summary (cont.) • Allows profit centric operations - at each moment it is possible to see cost/revenue effects of using certain tail/crew, rerouting engers and diverting flights • Set of KPIs available to evaluate consequences for each affected area as well as to find pareto efficient solution
• Initial findings show response time and solution quality improvement
Copyright (c) 2009 Jeppesen
26
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