Alaistair Deacon, Chief Aviation Technologist at Amor Group, chaired Day 1 of the Operations and Management conference stream at PTE2012.
This is his opening presentation on putting the passenger process and related data at the heart of terminal and airside operations.
Central to this notion of the Next Generation Airport is enhanced collaboration and better use of technology to drive real operational improvements.
1. The Next-Gen Airport: Passenger
processes at the centre of
operations
Alaistair Deacon
Chief Aviation Technologist,
Amor Group, UK
2. Airport operators are under increasing
pressure to gain competitive advantage by
improving customer experience for
passengers and airlines
To realise this goal, operators must achieve
an integrated view of operations that joins
up both terminal and airside processes
3. The state of our industry
• Restricted market
access and limited
consolidation
• Source of revenue
instead of value
creator
• Uncoordinated
supply chain
Profitability
• Misalignment of
20 Airline Industry Has Lost Money in 7 of the Last 10 cost and benefit
Years
10 across the supply
0
chain
-10
-20
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
4. Traditional Processes:
Operations
Departure
DCS
RMS
Handling
Traditional AODB
Baggage
Technology
providers
5. Traditional Processes:
Terminal
Retail
Security
Customs
Immigration
Check in
The passenger
journey
Technology
providers
7. Current Initiatives:
Process Optimization
Six Sigma = 3.4 defects/million
Retail
Aim is to remove variance in processes
Security
Customs
Immigration
How do you remove passenger variance?
Only 70-85% of flights on-time? Check in
Average delay 15-20 minutes?
Is Six Sigma the correct approach?
8. The Next Generation Airport
Innovation &
New Services
Process
Technology enabled
Optimization
Enhanced
Customer
Aligned stakeholders Perception
Enhanced
Safety &
Passenger Centric
Security
Competitive
Advantage
New Revenue
Streams
Cost Savings
& Efficiency
New
Technology
13. Integrating Airfield and Airport
Collaboration
Terminal Operations Database
KPI Monitoring and Alarm Management
Historical Reporting and BI
Terminal Operational
Terminal Operational Real Time Visualisation and Dashboarding
Management
Management Third Party
Third Party
Airport Airport Collaboration Database Airport Stakeholders
Stakeholders
Operational Operational
Systems Forecasts
External
Mobile
Mobile Data Integration and Sensor Measurement Management Layer Systems
Users
Users
Sensor Sensor Sensor Sensor Sensor Sensor Sensor
Integration Bus
Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor
Extended Users External Systems
External Systems
Extended Users
14. Measure
Forecast Integrate
COLLABORATE
Visualise Decide Do Monitor
15. 100
200
300
400
500
600
700
0
12:00:00 AM
1:15:00 AM
2:30:00 AM
3:45:00 AM
5:00:00 AM
6:15:00 AM
7:30:00 AM
8:45:00 AM
10:00:00 AM
11:15:00 AM
12:30:00 PM
1:45:00 PM
3:00:00 PM
4:15:00 PM
Importance of Forecasting
5:30:00 PM
Oslo - 11Feb 2010 at 19:00
6:45:00 PM
8:00:00 PM
9:15:00 PM
10:30:00 PM
11:45:00 PM
Recorded
Tactical Forecast
Tactical Forecast
Stragetic Forecast
Stragetic Forecast
Stragetic Forecast
16. Measure, Integrate, Collaborate: Dubai
Service
Service JCR/AOCC
JCR/AOCC
Development
Development Master Planning and Performance Analysis Operations
Operations
Historical Reporting
Terminal Operational
Terminal Operational Visualisation and Dashboarding DA Strategy
DA Strategy
Management
Management
Airport Airport
Operational Service Delivery Measurement Data Warehouse Operational
Systems Forecasts
External Third Party
Third Party
Mobile
Mobile Sensor Measurement Management and Data Integration Layer Systems Stakeholders
Stakeholders
Users
Users
Sensor Sensor Sensor Sensor Sensor Sensor Sensor Sensor Sensor Sensor
Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor Adaptor
Extended Users
Extended Users
(eg DA Web Site,
(eg DA Web Site,
Salik Web Site)
Salik Web Site) External Systems
External Systems
(eg Resource Planning
(eg Resource Planning
and Management)
and Management)
17. The Next Generation Airport
Classic “Plan, Do, Check, Act”
"“In God we trust;
all others must
bring data.”
W. Edwards
Deming
19. The future importance! Dubai C3
Three Transfer Areas
Terminal Operations MUST be
linked to Airfield Operations
20. Conclusions
• Siloed solutions must be integrated
• Traditional processes and technology solutions
limit the growth of the Next Generation Airport
• AODB must be augmented with the ACDB
• A-CDM/NextGen need to be extended to include
Terminal-CDM (T-CDM)
• Measure passenger process in real time
• Integrate, visualise and share with stakeholders
Put the Passenger Process at the
heart of the operation!
21. A Future Vision of Passenger Processes?
100% People Tracking in
Real Time
*My prediction:
2020 by Google
22. The Next-Gen Airport: Passenger
processes at the centre of
operations
Alaistair Deacon
Chief Aviation Technologist,
Amor Group, UK
Stand 5000
alaistair.deacon@amorgroup.com
Hinweis der Redaktion
We are faced with 2 main issuesFirstly our business model is brokenSecondly our customer processes and technology are unfit for the needs of our customersLets start with the industry business model that is definitely not smart!Built on an outdated bilateral system that restricts market access and limits consolidation Weakened by government taxationPlagued by mistrust due to the misalignment of cost and benefit The global airline industry has been in the red for 7 of the last 10 yearsAs our immediate customers is this a smart place for us to be ?There is no immediate easy fix
There have been successful incremental steps to improve customer experienceBut the Airport experience is often the most miserable part of the whole air travel experienceCumbersome and time-consuming airport processes frustrate the travellerSecurity is intrusive and inefficientDetecting metal is not addressing the threatCustomers treated with same level of suspicionImmigration and Customs officials create a first and lasting impression Check-in and transfer processes are wastefulBaggage a large issueNeed to move baggage off the airport At the root is the fact that all these activities take place in separate vertical silos, whilst our customer bumps roughly across the joins between themThese joins involve something we all dislike….Queues!And retail grabs what dwell time is left to generate revenueBoth our business model and our approach must change.
There have been successful incremental steps to improve customer experienceBut the Airport experience is often the most miserable part of the whole air travel experienceCumbersome and time-consuming airport processes frustrate the travellerSecurity is intrusive and inefficientDetecting metal is not addressing the threatCustomers treated with same level of suspicionImmigration and Customs officials create a first and lasting impression Check-in and transfer processes are wastefulBaggage a large issueNeed to move baggage off the airport At the root is the fact that all these activities take place in separate vertical silos, whilst our customer bumps roughly across the joins between themThese joins involve something we all dislike….Queues!And retail grabs what dwell time is left to generate revenueBoth our business model and our approach must change.
Similar for FAA NextGen: Airport CDM for turnaround management and integration to ATC.
The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it.
Both the model and the approach much changeWe have the technology and process knowledge to fix all thisNeed complete realignment of objectives between stakeholdersWith the customer at its centreProcess must flow across the silosTechnology applied across the experience Airport building must mimic this flow But rate of application of technology is too conservative and its application has been piecemealAirport technology needs modules that can be bolted togetherDeveloped through partnership, not on a contract basisairlines, airports, retailers and enablers We need vision, collaboration, customer-focused processes and the smart application technologyQuestion is the spend worth it ?. The cost of not changing is far more significantThe global travel retail market in 2010 was worth some US$39b Almost 50% of dwell time is absorbed by non-commercial processes at an opportunity cost as high as US$39bn per annum All parties must leverage their strengths and remove the barriers between themselvesImagine if we did remove the barriers between silos?Airlines could share information on customer travel patterns and demographics Retailers could share customer insight with airlinesRevenue sharing and ground fulfillment upon arrival could eliminate inefficient and expensive stock carriage on board aircraftAirports would invest in customer orientated technology to drive out wasted dwell timeTravel retailers would create breakthrough service experiences, matched to detailed demographics Cooperation could lead to a step change in retail income and cost reduction Imagine a future where the customer’s online booking, purchase, seat selection, API and biometric data are recorded well in advance, baggage is checked in advance upline, biometric data is used to confirm passenger ID, assess risk and linked to PNR, baggage and boarding passScanning occurs simultaneously and unobtrusivelyAll of this occurs in minutes freeing up time for the customer to dine or shop
A lot of industry Buzz about thisSita Talks: Amor delivers!