Post on 31-Jul-2020
ASQ AssuredDIAL’s Framework for Customer
DelightShanghai, 30th March – 02 April 2008
Ansgar SickertHead of Quality & Service Delivery
Agenda
1. Introduction to DIAL
2. DIAL’s Vision
3. Current Scenario
4. ASQ Assured & Delivering Quality of Service
5. Conclusions
1. Introduction to DIAL
• DIAL is a consortium consisting of:– GMR 50.1%– Fraport AG 10.0%– Malaysian Airports Holding Berhad 10.0%– IDF 3.9%– AAI 26.0%
• May 3rd, 2006, DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport
• DIAL is the new operator, manager and developer of IGI Airport
• Fraport’s role in JV is that of Airport Operator
• The consortium holds a 30 year concession with a further 30 year option
• AAI staff would be retained for three years, those not wishing to join DIAL would revert to the Airport Authority of India in May 2009.
1. Introduction to DIAL
• In 2007 Delhi handled 23.3 m pax (+20.6%)• Air cargo in 2007 increased by 8.7% to 432,961 t• ATMs numbered 225,506 (+17.2%) in 2007• 50+ airlines operate from Delhi serving over 60 destinations
Current constraints impeding more immediate rapid growth:Runway, Taxiway and ApronsATC constraintsTerminal capacityDomestic cargo facilitiesNight parking baysCar parkingAccess road congestion
With serious implications on service levels
1. Introduction to DIAL
≈15.8 % of DIAL staff
134N/AAAI staff joining DIAL
+ 811
(+2,352.8%)
84736DIAL
- 261
(-11.3%)
2,0552,316AAI
VariationMarch 2008April 2006Employee Strength
Agenda
1. Introduction to DIAL
2. DIAL’s Vision
3. Current Scenario
4. ASQ Assured & Delivering Quality of Service
5. Conclusions
2. DIAL’s Vision
• To build a world class airport by 2010
• Achieve an ASQ Rating of 4.0 upon opening of T3
• Train, develop DIAL staff to deliver consistently outstanding customer service
• Support the training and development of other stakeholders (e.g.Airport Police, Customs, Immigration, Aviation Security, Airlines, Ground Handlers, Concessionaires …) to raise awareness of importance of customer service
• Establish systems, processes, infrastructure and attitude amongst airport staff to support the realisation of this vision
Long Term Vision of IGIA – Masterplan Concept (at saturation)
2. DIAL’s Vision
Fuel Storage Expansion
GSE Area
Expansion to Sewerage
Treatment Plant
GSE Area
Cargo Expansion
Catering facility expansion
Main Intake Substation &
Electrical Compound.
GA facilitiesMaint. Facilities
New road
Upgradation of existing Road systemTerminal T3
Contact stands (including fuel
hydrant system)
Remote stands(including fuel hydrant system)
Multi level & surface
car park, Airport village,
walkways, Metro station New
landside road system
Phase 1B Development – 2010 (Target Capacity 2012)
2. DIAL’s Vision
Fire Station
Additional Stands
2. DIAL’s Vision
training, stakeholder involvement, organisational commitment& leadership, employee buy-in and empowerment
ASQ Survey
CustomerFeedback & Complaints
SystemsProcesses &
Standards
ISO 9001Airport User Regulations
SAPOMDA S3
Audits
BusinessExcellence
Models
ASQ Assured
Bench-marking
Service Excellence
cont
inua
lim
provement
Agenda
1. Introduction to DIAL
2. DIAL’s Vision
3. Current Scenario
4. ASQ Assured & Delivering Quality of Service
5. Conclusions
3. Current Scenario
• DIAL’s concession agreement requires:– Participation in ASQ from Q2, 2007
– ISO 9001:2000 certification by May 2008
– Obligation to meet “objective” service standards within given timelines (OMDA Schedule 3)
• DIAL enroled in ASQ Passenger survey in Q1, 2007
• DIAL achieved ISO 9001:2000 certification in October 2007
• Independent Agency carries out compliance audits of OMDA Schedule 3
• DIAL is preparing for ISO 10002 certification (complaint mgmt systems)
• DIAL has sponsored ISO 9001:2000 certification of CISF (airport & aviation security agency) and offered the same to Customs, Immigration and Delhi Traffic Police
• DIAL has signed up for ASQ Assured Certification in Jan. 2008
3. Current Scenario
Challenges:
• Lack of customer service culture
• DIAL is in a very dynamic phase (construction, rapid org. changes, tight deadlines & penalties if deadlines are missed)
• Currently insufficient infrastructure
• Systems & processes not strong enough to ensure compliance & consistency
• Only small percentage of AAI staff have joined DIAL (6%)
• Commitment from most govt. agencies for improvement is largely lip service
Agenda
1. Introduction to DIAL
2. DIAL’s Vision
3. Current Scenario
4. ASQ Assured & Delivering Quality of Service
5. Conclusions
4. ASQ Assured & Delivering Quality of Service
• ASQ Assured is an industry specific Business Excellence Model
• Business Excellence Models are:– Holistic, broad-based management approach
– Move away from focus on single parameters or business aspects (e.g. financials, statistical control, processes or systems)
– Aimed at ensuring overall organisational performance
– Seen as an insurance policy for the sustainable success and continual improvement of an organisation
4. ASQ Assured & Delivering Quality of Service
Europe: EFQM – European Excellence Model• framework for assessing organisations for the European Quality Award• tool for Self-Assessment, • Benchmark with other organisations, • guide to identify areas for Improvement,• Structure for an organisation's management system.
4. ASQ Assured & Delivering Quality of Service
USA: Malcolm Baldrige National Quality Award
•Aimed at recognising U.S. organisations for their achievements in quality and performance
•to raise awareness about the importance of quality and performance excellence as a competitive edge
4. ASQ Assured & Delivering Quality of Service
India: TBEM - TATA Business Excellence Model • adapted from Malcolm Baldrige
• Implemented in house in conjunction with TATA code of conduct
• formal arrangement governing the relationship between individual Tata companies and the Tata Group
Categories:1. leadership
2. strategic planning
3. customer and market focus
4. measurement, analysis and knowledge management
5. human resource focus
6. process management
7. business results
Key areas of business performance:1. customer-focused results
2. product and service results
3. financial and market results
4. human resource results
5. organisational effectiveness results
6. governance and social responsibility results
4. ASQ Assured & Delivering Quality of Service
PASSENGERS
AIRL
INES
KNOW HOW
Australia: Australian Business Excellence Framework
• Framework to measure current performance and build a pathway to long-term success.
• improve management and leadership practices,
• assess the performance of their leadership and management systems,
• build strategic planningprocesses,
• benchmark where stands in terms of the marketplace and competitors.
4. ASQ Assured & Delivering Quality of Service
Latin America: IAE – Ibero –American Excellence Model
• Based on the EFQM model
• Explicitly refers to Innovation & continual improvement resulting from the enablers & results
4. ASQ Assured & Delivering Quality of Service
ASQ Assured:Based on 6 Industry Best Practice
Criteria:
1. Leadership2. Customer Focus3. People Management4. System & Process Management
Approach5. Business Partner Relationships6. Measurement, Analysis
Benchmarking & Continual Improvement
Self-Assessment – gap analysis, internal awareness of degree of maturity
Setting of priorities
Ensuring top mgmt commitment
Fixing weaknesses in the systems & processes
Involvement of cross-functional teams
Involvement of stakeholders
Systems & processes to be set up in a customer focused manner
Strengthening of ISO 9001 and other systems and processes
Certification instils discipline & credibility
4. ASQ Assured & Delivering Quality of Service
ASQ AssuredASQ Assured
as a Framework for Excellenceas a Framework for Excellence
Perceived Benefits Perceived Benefits of ASQ Assuredof ASQ Assured
Strengthening / Development of Systems & ProcessesStrengthening / Development of Systems & ProcessesIntegration of existing systems (e.g. ISO 9001) in a universalIntegration of existing systems (e.g. ISO 9001) in a universal
System with industry specificsSystem with industry specifics
Rigour of selfRigour of self--assessment, audits and certification,assessment, audits and certification,Benchmarking, analysis and corrective actionBenchmarking, analysis and corrective action
Custom
er FocusC
ustomer Focus
intra company / inter stakeholder
intra company / inter stakeholder
Top
Lead
ersh
ip &
To
p Le
ader
ship
&
Gra
ss r
oots
invo
lvem
ent
Gra
ss r
oots
invo
lvem
ent
☺☺ check list for continual improvementcheck list for continual improvement☺☺ consistency consistency –– all the time, every timeall the time, every time
☺☺ establishing DIAL as a benchmark for the industryestablishing DIAL as a benchmark for the industry☺☺ organisation driven by clearly communicated and organisation driven by clearly communicated and
rigorously enacted systems, processes & policies rigorously enacted systems, processes & policies ☺☺ door opener for other systems (e.g. ISO 10002, door opener for other systems (e.g. ISO 10002,
14001 14001 ……))
Agenda
1. Introduction to DIAL
2. DIAL’s Vision
3. Current Scenario
4. ASQ Assured & Delivering Quality of Service
5. Conclusions
5. Conclusions
“Management by objective works - if you know the objectives. Ninety percent of the time you don't.”
“The best way to predict the future is to create it.”
“The purpose of business is to create and keep a customer.”
Peter Drucker
Thank you! Ansgar SickertHead of Quality & Service Delivery
Delhi International Airport Pvt. Ltd.“Udaan Bhawan”IGI Airport, Terminal 1BNew Delhi – 110 037India
Tel. +91 99 1038 2806Email: Ansgar.Sickert@gmrgroup.inWeb: www.newdelhiairport.in
Dhanyavaadधन्यवाद