copyright © bk-cps gmbh ehag. 2 control and coordination of all relevant processes control and...
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• Control and coordination of all relevant processes• Control and disposition of the necessary resources during daily
operation• Collection and dissemination of information from and to airport
services customers and providers• Performance Management and Reporting• Feedback to relevant airport services customers and providers
Duties and responsibilities
Value based management of the airport within the assigned time range
Steering of the airport system in cooperation with customers and providers (CDM)
• operation• quality
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Airport resources
Airport infrastructure
Function
OpsCon
customers providers
Owner
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•Reporting•Feedback•emergency concept
PerformanceManagementSLA‘s
Basic duties
Bonus-malusconcepts
Extended duties
• general steering duties
Co
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• interface management
activ
IrregularityRecoverymeasures
reactiv
Duties
Information center
Performance Management
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Active steering
Procedure:• Comparison of expected production volume with the
available airport capacity (limits / infrastructure / resources)
• Analysis• Assessment of critical processes and time ranges
(“bottlenecks”) • Designing of preventive measures• Coordination with airport units customers and providers• Implementation of measures
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Reactive steering
Procedure:• Identification of critical processes
• Correction of faulty processes
• Implementation of corrective measures in cooperation with affected partners (CDM)
• Information of airport services customers and providers (media if necessary)
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active / reactive steering
conditions:• Excellent decision support systems • Good communication tools• Data
– Planning Unique– Flight data– Expected / actual status of infrastructure– Booking figures Airlines / actual load– Availability of resources
• Airport• Providers• Handling
– Performance main players– others
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Rules
#1 Influence• Within its range the Steering controls and/or coordinates
all processes which have or could have an influence on airport operation (direct control of airport processes, coordination of all other processes). The steering of the non-airport processes will be done by SLA‘s
#2 Hierarchical authority• All airport units which have or could have an influence
on airport operations are subordinated to the Airport Steering. This is not valid if safety is jeopardized and where the law would be violated.
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Rules
#3 Financial authority• The Duty Manager may exceed the function-specific
limit for the financing of preventive actions or for the implementation of irregularity recovery measures
#4 Subordination• In daily operation all members of the Airport Steering
are subordinated to the Airport Duty Manager but remain administratively with their respective unit.
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Rules
#5 Data• Airport units customers and providers are obliged to
provide upon request all the necessary data needed by Airport Steering. Confidentiality is granted by the airport.
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Range
• The time range is 3 weeks (rolling)• It can be adjusted in coordination with airport
planning for special cases
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Range
Strategic planning
OpsCon
3 weeks rolling
OPP
8 weeks rolling
Short term planning information to OpsConfor planning of resources
Da
ily O
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Steeringrange
current season
Responsibility for information:Short term planning OpsCon
Short term planning
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Landside
Interface
Landside
Process
Landside
Interface
Landside
Process
Airside
Interface
Airside
Process
Airside
Interface
Airside
Process
Infrastructure
Interface
Infrastructure
Process
Infrastructure
Interface
Infrastructure
Status
Manager
Airside
processes
Steering concept (core team)
Manager
Infrastructure
Manager
Landside
processes
Airport
Duty Manager
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Landside
• Responsible for terminals & landside area• Present in the Airport Steering• Presence on the tarmac required• Control of all landside processes not present in the
steering.• Suggestion: to be done by Terminal Management
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Airside
• Responsible for tarmac / runways / Taxiways • Present in the Airport Steering• Control of all airside processes not present in the
steering.• Presence on the tarmac required• Suggestion: to be done by Airport Authority
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Infrastructure
• Supervision of all buildings and technical installations• Presence in the Steering required
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Performance Management&
Reporting
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Performance Management
Duties:• Quality management of airport and non-airport
processes• Implementation of the „balanced scorecard“ principle
in daily operationTools:• Operations Control
– Managing of the airport– Analyses– Reporting
• SLA‘s– Target setting in order to reach the envisaged EBIT
• Bonus-Malus concepts– Indirect steering of performance and quality
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The „balanced-scorecard-approach“
four perspectives:• finances (MIS)
• How should we act with partners in order to ensure financial success?"
• customers (quality)• How should we act with customers in order to realize our
vision?"
• internal processes (efficiency)• In which business processes must we be the best in order to
satisfy our partners and customers?"
• learning / development (continuous improvement)• "How can we promote our change and growth potential in order
to realize our vision?"
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Performance Management
Ideal conditions:• an interactive ops control system which supports the
management process• a reporting which is in line with the current philosophy• as few key figures as possible (3-6) to avoid the loss of
focus (oversophisticated performance management)• little complexity, good transparency
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Measure and report
Robert Kaplan:
„if you don‘t measure you don‘t manage“
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Extent of reporting
• display of production (undirected reporting)• display of suboptimal processes (analysis)• display of financial damage for airport /
customers and providers (validation)
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Value production of the airport
• The value-added produced by the airport depends largely upon the value added produced by the airlines.
• To optimize its value added potential the airport ought to help the airlines to improve their EBITDAR per seat.
• Identification of the value-drivers• Improvement of operational efficiency
– Reduction of the Minimum Connecting Time– Reduction of the Minimum Turnaround Time– Reduction of Passenger Waiting Time
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Value drivers (Zoom Indicators)
How to select Value Drivers:• Relevance for the reaching of the company
targets (EBIT)• Operationability (attributable to internal and
external providers and thus usable to manage the processes)
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Value Driver Tree
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Improvement of the operational efficiency
• Optimize resource disposition • Control and optimize internal processes• Coordinate internal with external processes• Influence external processes with Service Level
Agreements• Support innovation
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How to proceed
• Identification of the 3-6 most important „value drivers“ (zoom-indicators) in the operation– Criteria: improvement potential / financial impact
• Determination of the measuring points• Dokumentation and Visualisation of the
deviations
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Order of implementation
quantitative– Production figures
qualitative (responsibility accounting)
– punctuality (incl. causers)– Processing time (passengers / baggage etc.)– Service quality
• Airport• customers• providers
• financials– costs– revenue– Costs per unit
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