AGIFORS Airline Operations

1
AGIFORS Airline Operations
Rome 20 - 24 May 2002
2
Air NZ and Ansett Integration

• Consolidate the 2 Integrated Operations Centres
  of both airlines into one located in Melbourne,
  Australia.
• Several challenges to meet
• Different Operations Crew systems/processes
• Different rule sets
• Different schedule design parameters
• Different aircraft maintenance processes
• Align the Operational Processes - Cultural
• Align the Operational Systems - Technical

3
Process Redesign four clusters of process focus
and organisational leadership emerge from these
processes
INTEGRATED OPERATIONS
4
An integrated operations centre has been
re-designed using internal experience and
benchmarks Integrated Operations Centre ...
Ops Strategy,
Planning and
Airports
RMU
Integration
RMU
Tech Crew
RMU
Load
Payload
Crew
Control
Opt.
Roster
Rebuild
Cabin Crew
RMU
ATC
Planning
Crew
(1 in future)
Tracking
KEY
IOC
IOC
Core
Flight
Flight
Manager
Back
IOC
Watch
Planning
Office
Fleet
RMU
Airport
/
IFP
RMU
Maint
Functions
Support
/ BU
Coord
/
AC
Sched
Cargo
Pax
Communication Line
Coord
Coord
Airports
RMU
ANZES
REVENUE
MANAGEMENT
Customer Service /
Alliances
RMU
5
Revised IOC role play1

• Operations Schedule Delivery Planning
• Schedule delivery risks cost - end to end
  sign-off
• Crew manpower planning - volume TODs
• All resource and risk trade-offs.robustness
• Schedule design/delivery forums manager
• Network Performance
• Economic risk modelling
• Pre post schedule delivery analysis
• Operations Research
• Business process analysis design

6
Revised IOC role play2

• Logistics Delivery
• Roster production repair
• Crew training compliance
• Tail tracking
• Maintenance tracking and A check assignment
• Day of Operations delivery recovery
• Profit protection
• Revenue stream

7
Question ...

• Given our recent experience, revised structure
  and the challenge to return the company to a
  viable unit how could the IOC contribute to that
  goal .

• By using our skills and systems to host
• other airline operations control functions
• in a specialist IOC centre of excellence.

8
Conclusions..

• Operations Centres are process increasingly
  systems dependent
• Todays operational change requires increased
  ops flexibility
• Processes need to be integrated across whole
  organisation from schedule design to schedule
  delivery regardless of timeline
• Problem solutions are complex often time
  constrained
• Decision support systems rely on human
  interpretation of all data
• Operations Centres manage information,
  co-ordinate resources and set priorities
• Historically IOC are considered cost centres

9
IOC Airline Hosting - why not?

• Precedent already set in other areas by the
  industry itself!

• Airline Reservations
• Inflight catering
• Maintenance
• Ground handling
• Cargo

• Operations Centres are already centres of
  excellence and
• have the skill sets and capacity to offer
  services to other airline
• customers

10
What does hosting mean?

• Hosting can span from systems to everything
  required to support airline operations

Systems
11
Freedom
AWAS
Links
Air NZ Ops Processes Systems
Maintenance tracking/scheduling
Scheduling System
Flight Planning/Watch
Flight Dispatch System
Operations Control
Airlines Hosted in NZ IOC
DOPS System
Crew Pairings
Crew Pairings System
Crew Rostering
Roster System
Crew Tracking
Crew DOPS System
12
AGIFORS Airline Operations
Rome 20 - 24 May 2002
Thank you.