Airport tower process

Transcription

1 ATM Conference, May 20th 2014 ATM Norway / NHO Luftfart Airport tower process - Inspiration to a cruise to cruise perspective

2 ATMI - experience and innovation??? Competencies Air traffic Management Airport operation Flight operation Geir Ingebrethsen Bjorn Boe Tor-Børre Langedahl Oddvar Maudal Claus Haals ( Experience as catalyst for change and innovation Currently more than 150 years of practical aviation experience made available to clients through a structured process of Distilling accumulated knowledge Challenging established truth Applying insight on future requirements and opportunities Challenging the arguments for why it is not possible and yet respectful for the human factor in change - when experience matters

3 ATMI - assignments, e.g. Norway s position on SESAR Ministry of Transportation SES shift in paradigm or illusion? Norwegian CAA Ownership Memorandum on Avinor to Parliament Ministry of Transportation Norwegian Air Force preparing for SES/SESAR Norwegian Defence Research Establishment (FFI/LOI) Airline issues Solution provider issues Nordic / Middle East / USA

4 ATMI - our service perspective ATM / Airport Strategy & Business Innovation ATM / Airport Process Innovation & Streamlining ATM / Airport Solutions / systems Acquisitions Customer requirements / Contract / Site Acceptance Test / Warranty Contract fulfilment e.g. specifications, milestones, procedures and project management - in an industry standard perspective Implementation Change Management (Prevention / Intervention) A catalysts for change - on-route to a shift in paradigm

5 The customer is king! - in most other industries Upstream dominance? Low tower cost Max Utilisation Low Service fees Cheap flights Business drivers Low price tickets drives volume for the value chain Low cost carriers enables low cheap flights Cost efficient service providers meets new compensations regime Effective aircraft turnaround increases aircraft utilisation potential Low Service fees Faster turnaround > Better utilisation > More revenue

6 utilisation Bjorn Kjos When people ask me where our air aircraft are based I say: Up there and point to the sky Source: Interview with Dagens Næringsliv Why? Because aircraft utilisation is a key driver for profit and loss Given all other parameters Airport turnaround process A key driver for aircraft utilisation How to bring the aircraft down from and back to cruising altitude fast?!

7 Inspiration from the tower perspective - a hub in the airport turnaround process? De-icing Gate allocation Push Tower Other Snow mowing Cleaning Tower Control Brake friction Ground Control Luggage handling Ramp Control Approach Control Catering Departure Control Fuel How to contribute to increased Tower effectiveness in the turnaround process?

8 Tower system providers??? - systems integrators / process integrators? What are relevant Airport operator issues Airport gate capacity Flight turnaround cycle and lead time process instability The tower any role in performance improvement in turnaround? What are key characteristics? Predictable Reliable Cost effective Fast Innovation: just an extra stairway aft? 8

9 Effective and predictable turnaround process Crucial for airport productivity and capacity Airport expansion to increase gate capacity is extremely expensive. Delay infrastructure investments until performance improvements opportunities are fully explored Crucial for aircraft utilisation Same argumentation as for infrastructure investments Gate-2-Gate-2-Gate Perspective Cruising Altitude Cruising Altitude Gate Gate Gate

10 Effective Tower process - between handover Arrival Control and handover Departure Control Tower Process Gate Gate Gate

11 Cruise 2 Cruise Perspective Airlines make money from aircrafts in cruising altitude and loosing money when on the ground How to increase airtime? How to improve turnaround process performance How to reduce cycle time How to reduce lead time (pit stop analogy) Time Cruising Altitude Cruising Altitude Gate Gate Gate

12 SESAR and 4D Business Trajectory - in context of an imperfect airport turnaround process SESAR ATM benefits Increasing Airspace capacity Continuous monitoring / prediction of deviations from 4D flight plan Cost effective flights Direct route / Climb to top / Continuous descend and approach Improved regularity and punctuality (predictability) to what use if airport congestions is an issue if the aircraft turnaround process is ineffective The airport turnaround process a missing link in the Business Trajectory concept? OK OK Gate Gate Gate

13 The Business Trajectory perspective - is supporting a traditional Gate to Gate concept Gate to Gate Business Trajectory - is the traditional gate to gate perspective confirming a limiting airport behaviour?

14 Cruise to Cruise Trajectory - is breaching patterns of conventional thinking Cruise to Cruise Business Trajectory Missing link? - only a technical subtlety, or a major leap in performance enabling attitudes and behaviours?

15 The concept of A-CDM (an example) - a key enabler for an effective turnaround process Airport Collaborative Decision Making (A-CDM) is a concept which aims at improving Air Traffic Flow and Capacity Management (ATFCM) at airports by reducing delays, improving the predictability of events and optimising the utilisation of resources. allows each Airport CDM Partner to optimise their decisions in collaboration with other Airport CDM Partners, knowing their preferences and constraints and the actual and predicted situation Source: SESAR ConOps Step 1, p. 127 The main Airport CDM Partners are The Airport Operator Operators Ground Handlers De-icing companies The Air Navigation Service Provider (ATC) The CFMU Support services (Police, Customs and Immigration etc) - but new systems does not deliver collaborative attitudes and behaviours?

16 Human behaviour vs. Technical solutions - the sweet spot requires attention, persistence and musicality People Competencies & Training vs. Collaborative attitides & behaviour Formal procedures vs Applied best practice Prevention vs Intervention Systems has functions Functions support processen Process Technology SES/SESAR implies a paradigm shift in concept of operation and quantum leap in performance

17 J Airport Pitstop Concept - a catalyst for cross functional high performance aircraft turnaround behaviour?