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“If you can‘t
describe what
you are doing
as a process,
you don‘t know
what you are
doing.“
W. Edwards Deming
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Abstract
As air traffic continues to grow, security requirements remain tight and capacity stretched to
physical limits, the need for efficient operations is at an all-time high. The problems created by
poorly-run systems are felt by everyone involved in air travel – in terms of delayed flights, long
queues, wasted time and rising costs.
The maxim “time is money” is especially relevant in the airline industry where minutes count.
Although aircraft ground time is necessary, it is still considered a cost factor in ground
operations - revenue is only generated in the air. Effective turnaround management should
become a priority in shaving off the minutes that could be used to boost capacity and improve
on-time performance.
First, a well-organized physical ramp handling process must be in place. Having the right people
at the right time at the right place at the aircraft is critical as all ground handlers are aware of.
However, there is always room for improvement, especially when dealing with disruptions.
Secondly, deeper integration with the airport and the airline in terms of information and
communication needs to established. Although priorities in the airport system often pull in
different directions, a common understanding of the situation can result in well-informed
decisions that are triggered automatically.
Finally, a modern, flexible digital foundation that can support all turnaround coordination and
monitor performance automatically will allow changes to be made at the speed of a click and
prevent confusing and overlapping miscommunication.
„
Let’s find out how this works as a system. Make the
turnaround your F1 pit-stop and ensure sustainable return
on investment and reliability.
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“The best proof of a good ... and Aircraft Utilization!
education is punctuality“
(G.E. Lessing 1788 – 1860) Punctuality is not the only driver in better
turnaround management. Improved aircraft
utilization also plays a major role in efficient
Why Optimize Turnarounds? Punctuality…! operation and better financial results. Cutting
ground time to a minimum enables LCC’s such
Punctuality is one of the key performance as Ryanair to spread fixed ownership costs over
indicators in the airline industry and an an increased number of trips, reducing costs
important service differentiator. Higher per seat-km or per trip. The 25-minute
punctuality is shown to result in higher turnaround for the 737 series has become
operating margins (e.g. Southwest). The standard and has contributed to flying as many
costs of not delivering regular on-time legs as possible with as few crew changes as
performance add up to 0.6 – 2.9% of airline possible. The figure below shows the higher
revenues in addition to tarnishing the brand. block hour utilization for U.S. LCC’s compared
to their legacy competitors.
Despite the external factors that can lead to
delayed flights (weather, late inbound aircraft,
slot restrictions) that are often outside the
control of an airline, focusing on an improved 10.40
turnaround process is within an airline’s or
ground handler’s sphere of influence.
Achieving punctuality is a key leadership
challenge throughout the organization and
should rank high on the management agenda
- from strategy and planning all the way to 10.96
front-line operations. How can ground
operations deliver improved performance?
The answer lies partly with process and partly
with technology. Managing and monitoring Daily block hour utilization comparison between U.S. network and LCC
Source: MIT Airline Data Project 2015
the turnaround using hard data and decision
support can stop performance leakages and Although the LCC’s have more of a short-
save those extra minutes critical in avoiding /medium-haul point-to-point business model
delays. which contributes to higher utilization, the
network carriers should still work towards
reliable tight turns at their hubs.
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Airlines that would like to take advantage of the Gaps have to be identified and solutions
cost savings and efficiencies of increased defined in order to improve handling service.
aircraft utilization need to raise awareness in For example, aircraft staging areas are always
their workforces about the positive effects of occupied with ground service equipment,
reducing turnaround times. Saving only 5 ULD’s and active third party vehicles which, if
minutes per turn on 2,000 legs a year means an not planned well, can interrupt the loading,
additional 10,000 minutes or more than 160 unloading, servicing and boarding of the
hours available for additional flights. More aircraft. The figure below shows the
flights result in more passengers and, ultimately comparison between the conventional
more revenue. handling method on the left and a more
coordinated handling on the right. The
Now that we have discussed why turnarounds coordinated way shows decreased traffic
should be optimized, we’d like to share with you around the aircraft resulting in reduced
three ways how. loading time, increased safety, less potential
damages, fewer accidents and less injuries to
1. Optimization of Ramp Handling Procedures loading staff. The equipment needed has not
changed, only its placement with regard to
Ground operations and airport processes where it is needed. Crossing of paths and
represent a comprehensive and complex area multiple rearrangements of positions are
requiring a broad range of different resources minimized through a well thought out
from different companies, in different volumes logistics plan. This speeds up the loading
and at different times. The highly dynamic process and avoids the chance that bags are
market environment is currently changing these still being loaded after all passengers have
processes: what used to work before might not been boarded.
be the best way now.
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2. Integration with the Airport, Airline and
ATC
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“If you cannot rearrange tasks. The information needs to be
shared with the ground handler of course.
measure it, you China Eastern achieved benefits by
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What do better turns mean to me?
Going back to the pit-stop analogy, it is the
sub-2 second “turnaround” that decides the
Digitalization will support planning and
winner. Ground processes do cost money but
execution of pit-stop turns so that aircraft
are the investment that is needed to make
utilization can be boosted and punctuality
the revenue-earning flying part of the
maintained.
business possible.
Customer
satisfaction and
better margins
Efficient use of
limited resources
Planning support Integrated
through digitalization decision-making
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References
Boeing. boeing.com/commercial/aeromagazine/articles/qtr_4_08/article_04_1.html
SITA. sita.aero/solutions-and-services/products/airportresource-manager
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About the Company
With our team of professional consultants at our office in Frankfurt, it is our vision to
shape the future aviation industry with strategic innovation and modern technology,
creating strong, stable and lasting profitability for airlines and airports.
Authors
Allan Farrell and Alexander Kimele are both consultants based in our Frankfurt office.
Please feel free to contact Joern Romberg in case you have any questions regarding
this Whitepaper or other aviation themes.
Joern Romberg
Head of Business Development