Airline Operations Control Modeling

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Jeppesen Proprietary

Jeppesen.com

Airline Business Process Modeling

[email protected]


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Presentation Plan

Introduction

Problem definition Proposed approach

Benefits

Conclusion


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"Difficult Crossing" PuzzlesAKA: Fox, goose and beans; wolf, goat and cabbage; cannibals and missionaries

The story Once upon a time a farmer went to market and purchased a fox, a goose,

and a bag of beans. On his way home, the farmer came to the bank of a

river and hired a boat. In crossing the river by boat, the farmer could carry only himself and a

single one of his purchases - the fox, the goose, or the bag of the beans.

If left alone, the fox would eat the goose, and the goose would eat thebeans.

The farmer's challenge was to carry himself and his purchases to the far

bank of the river, leaving each purchase intact. How did he do it? Solution Bring goose over

Return

Bring fox or beans over

Bring goose back

Bring beans or fox over Return

Bring goose over

Thus there are seven crossings, four forward and three back.

Input

Rules &

Enablers

Output

Process/

Algorithm


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Literature Review

An Analytic Method for the "Difficult Crossing" Puzzles

Benjamin L. Schwartz

Mathematics Magazine, Vol. 34, No. 4 (Mar. - Apr., 1961), pp. 187-193 (article consists of 7 pages)

Published by: Mathematical Association of America

Dynamic Programming and "Difficult Crossing" Puzzles

Richard Bellman

Mathematics Magazine, Vol. 35, No. 1 (Jan., 1962), pp. 27-29 (articleconsists of 3 pages)


Graphical Solution of Difficult Crossing Puzzles

Robert Fraley, Kenneth L. Cooke and Peter Detrick Mathematics Magazine, Vol. 39, No. 3 (May, 1966), pp. 151-

157 (article consists of 7 pages)



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ABPM

Airline Business Process Modeling (ABPM) is animportant part of understanding and structuring the

activities and information an airline uses to achieve its

business goals.

Whether an airline operates as a non-scheduled or

scheduled carrier, an international, domestic, regional orprivate operator, success depends upon having complete,

positive operational control over their planning and

operations.

In order to achieve this level of control, processes,

procedures and systems must be developed and put in

place which would maximize safety, profitability and

customers satisfaction.


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Problem Definition


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Problem

Most airlines are organized in functional silos

Each silo has processes, procedures, and systems in

order to maximize safe and efficient planning and

operations

Complex processes and company regulations are put

in place Silos sometimes have contradicting goals and rules

Resulting fragmented processes proves suboptimal:

costly, slow and fragile


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DISRUPTION EVENTSDISRUPTION EVENTS

PLANNING SOLUTIONSPLANNING SOLUTIONS

EQUIPMENTEQUIPMENT STAFFSTAFF PAYLOADPAYLOAD

____________________________________

Itineraries

Maintenance

Duties

RostersReservations

Revenue management

OPERATIONS SOLUTIONSOPERATIONS SOLUTIONS

EQUIPMENTEQUIPMENT STAFFSTAFF PAYLOADPAYLOADExtended rotations

Swaps

Reroutings

Extended duties

Swaps

Reroutings

Accommodations

Reroutings

Rebookings

Flight schedule

Aircraft routes

Crew rotations

Passenger itineraries

Solution

From Planning to Operations and Vice Versa


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Americas

Europe/Central Asia

Middle East/Africa

Asia/Pacific

South/Southeast Asia

Global Scope


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Proposed Approach


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Identify generic business

functional groups (the what)

Analyze high level business

processes (the how)

Map business processes

against existing and future

solutions (the why)

Methodology What/How/Why

Processes

Solutions

X

X

X X

X

X

X

X

Gaps


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Multilayered view

Top-down functional groups decomposition

Right balance between depth and complexity

Deep enough to capture necessary info

Simple enough to allow clear view/understanding

Allows de-spaghettisation of complex business processdiagrams

What


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Airline Business Functional GroupsHolistic View Example


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Transparency Flexibility

Modularity Traceability, top-down and bottom-up

Allows different levels of details

Allows both, cross-functional and per-silo process views

Analysis Associates metrics with processes

Enables simulation

Identifies bottlenecks

Compares against best practices

Maps against software applications

How


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Case 1: Maintenance Short Term Planning


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Case 2: Maintenance Tracking


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Case 3: Day of Ops Tracking


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Comprehensive Allows a holistic approach instead of tunnel vision

Captures commonalities as well as specifics

Provides the visibility of required functions and their statusall the way through the solution development lifecycle

Empowers the service oriented architecture with anunderstanding of required modules and their dependencies

Enables optimization through the process enhancementsand mathematical modeling

Helps in making future investment decisions

Why


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ManualInput

Tracking

MS Excel

Short Term Planning

Data

MidtermPlanning

Original Process Flow

Legacy

Faxed/re-typedtransmission

ManualInput

ManualInput

Flight Plan

Legacy

ManualInputs

ManualInput

Report

Report

Jeppesen Process Flow

TrackingMidterm Planning

Emails

Flight PlanShort Term Planning

Printed Reports

Jeppesen ApplicationsJeppesen Applications

Process Optimization - Example


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Optimization of Processes - Examples


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Benefits


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Benefits

Documentation. Capture business processes so that airlines canunderstand how they work, who is involved, and how activities flowfrom beginning to end.

Transparency. Improving safety, efficiency and customers servicethrough increased transparency.

Best Practices. Comparing with industry best practices and doinggap analysis.

Measurement. Identify operations performance metrics allowingprocess simulation and evaluation.

Technology. Identify the technology that improves airlinesoperational efficiency and profitability.


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Benefits (cont.)

Optimization. Identify and document processes within a business,and identify the opportunities forenhancement.

Integration. Cross-functional views link functional groups togetherand shows potential integration opportunities.

Requirements. Create a framework formapping requirements froma very high level business needs down to the detailed technical

requirements.

Redesign. Process designs and models can be used to drive

process re-structuring and software development.

Leadership. Holistic approach allows the competitive advantage.


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Conclusion


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Summary

ABPM captures airlines business processes allowing tounderstand how an airline works, who is involved, andhow activities flow from beginning to end.

Better transparency allows the processes streamline andenhancement

ABPM is the first step to achieve an optimizedoperational setting that is crucial for airlines survival Optimization helps to build robust and integrated solutions

ABPM allows to become the benchmarking pillar for itsclients and for airline industry in general

It is also an important step in realizing the complete end-to-endsolution

Airline Operations Control Modeling

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