Airline Operations Control Modeling
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Transcript of Airline Operations Control Modeling
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Jeppesen Proprietary
Jeppesen.com
Airline Business Process Modeling
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Presentation Plan
Introduction
Problem definition Proposed approach
Benefits
Conclusion
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"Difficult Crossing" PuzzlesAKA: Fox, goose and beans; wolf, goat and cabbage; cannibals and missionaries
The story Once upon a time a farmer went to market and purchased a fox, a goose,
and a bag of beans. On his way home, the farmer came to the bank of a
river and hired a boat. In crossing the river by boat, the farmer could carry only himself and a
single one of his purchases - the fox, the goose, or the bag of the beans.
If left alone, the fox would eat the goose, and the goose would eat thebeans.
The farmer's challenge was to carry himself and his purchases to the far
bank of the river, leaving each purchase intact. How did he do it? Solution Bring goose over
Return
Bring fox or beans over
Bring goose back
Bring beans or fox over Return
Bring goose over
Thus there are seven crossings, four forward and three back.
Input
Rules &
Enablers
Output
Process/
Algorithm
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Literature Review
An Analytic Method for the "Difficult Crossing" Puzzles
Benjamin L. Schwartz
Mathematics Magazine, Vol. 34, No. 4 (Mar. - Apr., 1961), pp. 187-193 (article consists of 7 pages)
Published by: Mathematical Association of America
Dynamic Programming and "Difficult Crossing" Puzzles
Richard Bellman
Mathematics Magazine, Vol. 35, No. 1 (Jan., 1962), pp. 27-29 (articleconsists of 3 pages)
Published by: Mathematical Association of America
Graphical Solution of Difficult Crossing Puzzles
Robert Fraley, Kenneth L. Cooke and Peter Detrick Mathematics Magazine, Vol. 39, No. 3 (May, 1966), pp. 151-
157 (article consists of 7 pages)
Published by: Mathematical Association of America
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ABPM
Airline Business Process Modeling (ABPM) is animportant part of understanding and structuring the
activities and information an airline uses to achieve its
business goals.
Whether an airline operates as a non-scheduled or
scheduled carrier, an international, domestic, regional orprivate operator, success depends upon having complete,
positive operational control over their planning and
operations.
In order to achieve this level of control, processes,
procedures and systems must be developed and put in
place which would maximize safety, profitability and
customers satisfaction.
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Problem Definition
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Problem
Most airlines are organized in functional silos
Each silo has processes, procedures, and systems in
order to maximize safe and efficient planning and
operations
Complex processes and company regulations are put
in place Silos sometimes have contradicting goals and rules
Resulting fragmented processes proves suboptimal:
costly, slow and fragile
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DISRUPTION EVENTSDISRUPTION EVENTS
PLANNING SOLUTIONSPLANNING SOLUTIONS
EQUIPMENTEQUIPMENT STAFFSTAFF PAYLOADPAYLOAD
____________________________________
Itineraries
Maintenance
Duties
RostersReservations
Revenue management
OPERATIONS SOLUTIONSOPERATIONS SOLUTIONS
EQUIPMENTEQUIPMENT STAFFSTAFF PAYLOADPAYLOADExtended rotations
Swaps
Reroutings
Extended duties
Swaps
Reroutings
Accommodations
Reroutings
Rebookings
Flight schedule
Aircraft routes
Crew rotations
Passenger itineraries
Solution
From Planning to Operations and Vice Versa
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Americas
Europe/Central Asia
Middle East/Africa
Asia/Pacific
South/Southeast Asia
Global Scope
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Proposed Approach
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Identify generic business
functional groups (the what)
Analyze high level business
processes (the how)
Map business processes
against existing and future
solutions (the why)
Methodology What/How/Why
Processes
Solutions
X
X
X X
X
X
X
X
Gaps
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Multilayered view
Top-down functional groups decomposition
Right balance between depth and complexity
Deep enough to capture necessary info
Simple enough to allow clear view/understanding
Allows de-spaghettisation of complex business processdiagrams
What
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Airline Business Functional GroupsHolistic View Example
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Transparency Flexibility
Modularity Traceability, top-down and bottom-up
Allows different levels of details
Allows both, cross-functional and per-silo process views
Analysis Associates metrics with processes
Enables simulation
Identifies bottlenecks
Compares against best practices
Maps against software applications
How
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Case 1: Maintenance Short Term Planning
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Case 2: Maintenance Tracking
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Case 3: Day of Ops Tracking
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Comprehensive Allows a holistic approach instead of tunnel vision
Captures commonalities as well as specifics
Provides the visibility of required functions and their statusall the way through the solution development lifecycle
Empowers the service oriented architecture with anunderstanding of required modules and their dependencies
Enables optimization through the process enhancementsand mathematical modeling
Helps in making future investment decisions
Why
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ManualInput
Tracking
MS Excel
Short Term Planning
Data
MidtermPlanning
Original Process Flow
Legacy
Faxed/re-typedtransmission
ManualInput
ManualInput
Flight Plan
Legacy
ManualInputs
ManualInput
Report
Report
Jeppesen Process Flow
TrackingMidterm Planning
Emails
Flight PlanShort Term Planning
Printed Reports
Jeppesen ApplicationsJeppesen Applications
Process Optimization - Example
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Optimization of Processes - Examples
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Benefits
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Benefits
Documentation. Capture business processes so that airlines canunderstand how they work, who is involved, and how activities flowfrom beginning to end.
Transparency. Improving safety, efficiency and customers servicethrough increased transparency.
Best Practices. Comparing with industry best practices and doinggap analysis.
Measurement. Identify operations performance metrics allowingprocess simulation and evaluation.
Technology. Identify the technology that improves airlinesoperational efficiency and profitability.
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Benefits (cont.)
Optimization. Identify and document processes within a business,and identify the opportunities forenhancement.
Integration. Cross-functional views link functional groups togetherand shows potential integration opportunities.
Requirements. Create a framework formapping requirements froma very high level business needs down to the detailed technical
requirements.
Redesign. Process designs and models can be used to drive
process re-structuring and software development.
Leadership. Holistic approach allows the competitive advantage.
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Conclusion
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Summary
ABPM captures airlines business processes allowing tounderstand how an airline works, who is involved, andhow activities flow from beginning to end.
Better transparency allows the processes streamline andenhancement
ABPM is the first step to achieve an optimizedoperational setting that is crucial for airlines survival Optimization helps to build robust and integrated solutions
ABPM allows to become the benchmarking pillar for itsclients and for airline industry in general
It is also an important step in realizing the complete end-to-endsolution