Airport Process Improvement Project
By,Jai Prakash Tiwari
Introduction• HM Airlines is major airline at MIA• HM has been loss making and recent changes in
management is trying to improve the performance
• MIA management is strongly believe in supporting HM to improve its ground operation performance at MIA
Objective• Support HM to improve ground ops performance
at MIA by reducing turn around time and provide speed up procedures in case of late arrival of aircraft
Airport Process Improvement• Ground ops at MIA is facing issues in 5 processes
MIA Ground
ops Issues
Terminal
Pax Security Process
RampBaggage
Safety
Terminal• Additional Cabin Luggage• Insufficient No of Security
personnel• Unaccompanied baggage• Improper Signage• Lighting
1 Week 1 Month 3 Months6 Months
Meetings with airlines, security staff
and authority
Installation and implementation of suggested plans
Final testing and meetings with airline to act prevention method
Proj
ect
Man
agem
ent
Additional Cabin LuggagePax Behavior• Currently passengers are
carrying multiple hand baggage
Prevention method• Discussion with Airlines• Rules announcement• Duty officer and floor executive
to have random checks
• Signage• Announcement• Information sharing with Security personnel• Unaccompanied space blocking and initial check to avoid
passenger obstruction• Installation of new lightings
Improper Signage and Lightings
• SOP to be implemented approved by Security Authority and Airlines
• Staff to be provided trainings• Special arrangements for such
incidents to avoid traffic disruptionPreventive methods• Announcement• Display messages
Unaccompanied Luggage
Pax Security Process
Pax Security Process
Pre Screening Process
X-ray Machine Location
X-ray Machine roller belt
Blockage due to
baggage trolleys
Staff Check in and Exit
Security Checkin censor alarm
Pre-screening Process• Existing Process:
– There is no guidance for passengers to prepare for security control.
• Proposed Process:– Pre-Screening process via signage or Video systems.– Train Security control staff to instruct passengers to prepare for the security
control while guiding them to their queue.
Holographic InteractionVisual Assistance System
– New York, New Jersey, Dubai, Manchester Airport, London Luton– Effective way of communication– Branding
https://www.youtube.com/watch?v=nbQjX7sYjCshttps://www.youtube.com/watch?v=_C-bCFPJaEs
X-ray Machines• Existing Process:
– X-Ray Machine Location.– Roller belt – Luggage handling post screening
• Proposed Process:– Relocated X-Ray machine after Passenger Check-In Counters– Process Improvement: Cabin Luggage and check-in luggage screening to be
separated.– Installation of new extended roller belt– Install an extra table to move the screened hand baggage.
• Stakeholders for the proposed process:– Safety & Security– Facility Management– Authorities– Airport Ops
Staff Check-in• Existing Process:
– Staff is mixing with PAX flow• Proposed Process:
– Dedicate separate channel for Staff flow including Cabin Crew with screening tools.
– Communicate the new Staff channel to all stakeholder.– Instruct Security control not to allow Staff to access the
airport via PAX Channel• Stakeholders for the proposed process:
– Safety & Security– Authorities– Airport Ops– Airline Operations
Security Sensor Alarm• Existing Process:
– No Manual control of Passenger in case of sensor alarm• Proposed Process:
– Provide Security Screening devices– Introduce new process for manual control interference when
necessary• Stakeholders for the proposed process:
– Safety & Security Authorities– Airport Ops
CIP/VIP Process Improvement
Parking Space
Dedicated Parking
CIP/VIP Process Improvement
CIP/VIP Room/
Premium Plaza
Dedicated Parking
and Gate 1,2,3
Terminal Sky View
CIP/VIP Process Improvement
Terminal Insider ViewDedicated Gate 1,2,3
CIP/VIP Room/
Premium Plaza
Ramp view Dedicated Gate 1,2,3
CIP/VIP Process Improvement
Waste Water TreatmentTemporary Plan
– An additional waste water storage– Agreement on Serviceable/Non-Serviceable
Aircraft; discount plan/concession during the construction phase
Permanent Storage Plan– Enhance capacity of Waste Water Treatment– Investment recovery plan
Tender Notice Tender Award and Construction Initiative
Construction Finalization and Implementation
Proj
ect
Man
agem
ent
1 Month 3 Month 6 Months 1 Year
BHS ProcessesPremium Baggage Tagging
– Discussion with Airlines– Implementation of differentiated baggage tagging
processManual BRS impacting LBI
– CUTE data sharing– DCS data sharing
BRS AutomationManual BRS impacting LBI
– Baggage reconciliation system (BRS)
– Baggage handling system (BHS)
– Departure control system (DCS )
– IATA Baggage Source Message (BSM)
– IATA Baggage Transfer Message (BTM)
New Turnaround Target TimeMIA target to achieve 30 min turnaround facility by tailored improvement in Terminal and airside processes
Structure Ground Handling Activities Estimated New Time (min) 0 5 10 15 20 25 30 35
placing Pax loading bridge 01:30placing aft stairs 01:30disembarking pax 07:00cabin cleaning 15:00catering front door 08:00catering rear door 08:00embarking pax 08:00retract pax loading bridge 01:00
open lower lobe hatches 01:00placing baggage belt 01:30place dolleys INB 02:00unload aft compartment 06:00unload front compartment 05:00place dolleys OTB 02:00load aft compartment 08:00load front compartment 08:00close hatches 01:00remove baggage belt 01:00
placing chocks 01:30connect 400 Hz 01:00fuelling aircraft 15:00waste water service 15:00fresh water service 02:00place towbar and truck 02:00unplug 400 Hz 01:00remove chocks 01:30
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Cost-Benefit AnalysisIncremental Landing/Day 48 Aero Reveneu Opportunity (Annual USD) Landing 17,520,000Passenger Service Charge 35,040,000Navigation Revenue 3,153,600Total Incremental Revenue 55,713,600 Investment Estimation Equipments (Scanning Device, Installation of Holograph, VDO and extra manpower) 5,571,360
Discount Offered on Landing (HM Airlines) 2,555,000Waste Water Storage 11,142,720Total Incremental Cost 19,269,080 Incremental Revenue 36,444,520
Thank You…
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