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Transcript of Apron Incidents
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 1
Final version validated January 11 2002
CDMLimited Business Case
Barcelona Airport
EUROCONTROL EXPERIMENTAL CENTRE
Brtigny sur Orge
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EUROCONTROL
Experimental
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2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 2
The purpose of this document is to present the results of initialBusiness Case simulations conducted with Barcelona CDM participants
This is a final report for the "Limited CDM Business Case" work conducted for
Eurocontrol between November 2001 and January 2002.
This document is an "dynamic" PowerPoint presentation of the data and results gathered
in the Excel file OpportunityChartBCase.The Excel spreadsheet is a simulation sheet,
where all data can be modified.
Therefore, results shown in this presentations should not be seen as final and validated
figures, but rather as a "snapshot" of one simulation established together with the
participants in the course of this work - other simulations should be conducted by the
stakeholders themselves to validate the results.
The package (PowerPoint presentation + Excel spreadsheet) was presented in Barcelona
on January 11, 2002, to each group of participants involved :
Airlines:
Spanair
Iberia
Barcelona Airport
Eduardo Goi
This package, updated after the Jan 11 meetings, was left with each participant listed
above, for their own use.
This work involved the following Eurocontrol participants: Werner Gttlinger
Peter Eriksen
For CGEY:
Jrme Halgand
Marie-Hlne Martin
and, as experts: Jean-Pierre Florent
Olivier Delain
Fadi Fakhoury
TowerHandlers
Eurohandling
Newco
Fuel
CLH
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 3
What it is / What we did What it is not / What we did not do
A list of all improvement opportunitiesidentified on the basis of the CDMBarcelona experiment, at this stage of theproject.
A calculation methodology for eachquantifiable opportunity in the Barcelonaexperiment.
An evaluation of each quantifiableopportunity, with generally conservativeestimates.
An aggregation of opportunities bycategory of stakeholder.
A reference for building a CDM Business
Case at other sites, for otherstakeholders.
It is not an exhaustive quantification ofevery improvement opportunities: someopportunities remain non-quantified eitherbecause a quantification would not makesense, or because the opportunity forBarcelona is not significant.
This work is not based on real accounting
figures provided by stakeholders. We filledthe variables from various data gatheredthrough top-down interviews and bottom-up workshops, or in the literature.
It does not include implementation costsof CDM.
Not a generic Business Case directlyapplicable as it is to other scopes.
The objective of the Business Case is to give CDM stakeholders atool to evaluate gains and set an ambition
The methodo logy for bu i ld ing the CDM Business Case can be app l ied to any oth er group o flocal stakeholders.
However, the l ist of opp ortu nit ies, the hypo thesis, the variables and the data used wil l bespeci f ic to each s i tua t ion
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 4
Important general assumptions
The airport does not operate at full capacity: with CDM improvement of
operations, it would be able to accommodate more rotations.
This is true for Barcelona airport
For most other airports, declared capacity is below maximum capacity
Airlines can gain passengers through better punctuality :
airlines operating with CDM are more likely to be punctual than others, especially if their
hub airport is "CDM-operated". Therefore, they can hope to gain market shares from
other airlineson the same routes.
If all airlines are operating with CDM, and therefore all improve their punctuality, air
transportation in general will be more attractive to travellers. Air will then gain marketshare over other means of transportation (rail, road, sea). In that situation, we can
assume that the market share of each airline remains the same, with a total market of
air transportation increasing.
The Business Case only evaluates gains deriving from CDM applications...
some of them are planned to be implemented in Barcelona
others are known as not being of interest in Barcelona, but kept in the Business Case
nevertheless as opening points for other areas of experimentation.
The Business Case does not include any cost of implementing CDM.
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 5
CDM Business Case framework for Airlines
Revenue inc rease Cost reduct ion
Other gains Capi tal expend i tures
Increase the num ber of
rotat ions
Gain passengers throug h
loyalty
Reduce loss of revenue due to
rebooking on Other Air l ines (
missed connect ion)
Better value for m oney (Service
by handl ing agents)
Faci l i tate decision - makin g
Reduce compensat ions to
Passengers (miss ed connection)
Reduce fuel consum pt ion
for taxi ing/ in-f l ight
Reduce over staff ing costs
(Includ ed in Air l ines punc tual i ty)
Reduce parking fees
Improve uti l isat ion rate of Aircraft
(More rotat ions)
Reduce time aircraft is out
of use due to truck/ACaccidents on apron
(Col l ision)
Flexibi l i ty in ATC slot management
Opportunity chart 10Opportunity chart 6
Opportunity chart 1
Opportunity chart 6
Opportunity chart 2
Opportunity chart 10
Opportunity chart 11
Not quantified
Not quantified
Not quantified
Not quantified
Reduce cal ls to Fire Brigade Opportunity chart 7
Promote fairness
Promote co-operation between
ATC and Air l ines around Air l ines
prio rities (TOBT)
Not quantified
Not quantified
Opportunity chart 17
CDM
CDM
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 6
Focus on Punctuality for Airlines :Estimation of opportunities for time savings
turn around operations (closer management of
handling and boarding processes) = difference
between standard and minimum turnaround
including fu el ler- only Spanair
time between doors closed and taxi out
duration of taxi out
better adherence to CTOT for delayed flights
(through slot shifting & swapping)
duration of taxi in
0 minutes 10 minutes
2 minutes 6 minutes
2 minutes 5 minutes
2 minutes 3 minutes
2 minutes 5 minutes
NA NA
MIN MAX
6 minutes 23 minutes
Hypothesis: those time savings can not all
be obtained simultaneously.
We will therefore apply a ratio of 50% 3 minutes 11 minutes
Opportunity chart 3
Opportunity chart 17
Opportunity chart 5
Opportunity chart 16
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 7
CDM Business Case framework for Handlers
Revenue inc rease Cost reduct ion
Other gains Capi tal exp endi tures
Custom er satisfact ion (air l ines)
Reduce penalt ies for late
arr ival at aircraft
Faci l i tate decision - makin g
Optimise use of resources
through reduction of missed
appointments
Reduce fuel consu mpt ion and
maintenance of vehicles
Reduce over staff ing co sts (Push
Back Tractor)
Equipm ent uti l isat ion rate
(Stairs,
Buses
Push Back tractor
Trolleys)
Route and task planning
Opportunity chart 15
Opportunity chart 13
Opportunity chart 14
Not quantified
Not quantified
Not quantified
Not quantified
Not quantifiedOpportunity chart 12
Opportunity chart 14
Not quantified
CDM
Opportunity chart 18
Increase produc tivi ty Opportunity chart 19
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Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 8
CDM Business Case framework for Airport and Tower
Revenue inc rease Cost reduct ion
Other gains Capi tal expend i tures
Improve uti l isat ion rate of
contact stand
Corporate Image enhancement
Faci l itate TWR work by autom at isat ion of
pre-departure sequence
Faci l i tate decision - making
Cost related to missed con nection
late at nigh t
Optimise investm ents l inked to
groun d traff ic
-e.g. reduced need for engines-
on waiting areas if better
accuracy of departure time.
Opt imise safety resources ut i l isat ion
Improve uti l isat ion of runways
(more mov ements)
Avoid cur at ive situat ions throu gh earl iercomm unicat ion of arrival t ime
Opportunity chart 9
Opportunity chart 5
Not quantified
Not quantified
Not quantified
Not quantified
Not quantified
Not quantified
Not quantified
Opportunity chart 8
Reduce the num ber of operators
for f ingersOpportunity chart 4
Optimise the activi t ies of the
Follow me operatorsNot quantified
Avoid cong est ion of radio frequency Not quantified
CDM
Added value on ATC services Not quantified
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved
Business case summary (Airlines)
Total MIN : 37 M - Total MAX : 85 M
Airlines
1%
53%
12%
0%
29%
0%
5%
Collisions
Gained passengers
Reduce cost ofmisconnection
Fire Brigade
Punctuality for Airlines
Fueller delays (Spanair)
One more rotation
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved
Business case summary (Handlers)
Total MIN : 379 000 - Total MAX : 1 007 000
Handlers
29%
1%22%
0%
6%
42%
Number of Buses
Number of stairs
Number of Push back
tractors
Last minute changesof stand & gate
Fueller productivity
Handlers productivity
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved
Business case summary (Airport)
Total MIN : 418 000 - Total MAX : 1 435 360
Airport
8%
54%20%
18%
Finger Operators
Contact stand utilisation
through adherance to
TOBT
Contact stand utilisation
through better planning
One more movement
O ll CDM b i b fi 3
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EUROCONTROL
Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 12
Overall CDM business case benefits over 3 years,for Barcelona stakeholders
Airlines
Handlers
Airport
Those resul ts are year ly recurrent gains that can be obtained o ver a three yearper iod.
A common h ypo thesis wo uld b e : 15% the f i rst year, 60% the second y ear, ful l
result ach ievable the third y ear.
I t should b e noted that some of th ose gains are mo re theoret ical (e.g : addi t ionalrotat ions) wh i le other gains are easier to reach ( e.g : reduc e cost du e to miss ed
connect ions)
Total MIN : 37 M - Total MAX : 85 M
Total MIN : 379 000- Total MAX : 1 007 000
Total MIN : 418 000- Total MAX : 1 435 360
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Experimental
Centre
2002 Eurocontrol - Cap Gemini Ernst & Young - All rights reserved January 15, 2002 13
The BCase will be a
major tool to market
CDM
This is a good
approach to start
improving the way
our companies work
I like this kind of
meeting
Business Case
brainstorming was very
useful, it arises new
thinking, new vision.
Business case brings a new
approach to CDM.
The methodology helps going
ahead with CDM process
improvement and not only on
financial aspects.
Conclusion : The Business Case process rises high interestamongst Barcelona stakeholders
Verbatim
The CDM Bus iness Case pro ject supp l ies on request a too l that a l lows you to genera te yourpart icu lar potent ia l benefi ts throug h a CDM imp lementat ion.
Just u se i t !
We can finally see
figures (even if they
are not necessarily
realistic yet)
This reinforces our
energy for
implementation
Good to have different
stakeholders in one
room!
It helps making
decisions to implement
CDM, and bringsarguments to the
management
But who will do
it?
It is still fuzzy...