lean six sigma - a new approach to airport consultation and management
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Lean Six Sigma - a new approach to airport consultation and management. Tony Gollin and Thomas Hyde. Introduction. Auckland Airport is committed to playing its part in improving the border experience - PowerPoint PPT PresentationTRANSCRIPT
Lean Six Sigma - a new approach to airport consultation and management
Tony Gollin and Thomas Hyde
Introduction
• Auckland Airport is committed to playing its part in improving the border experience
– Facilitating the border agencies and airport/airline entities to work together to improve processes and the passenger experience
– Providing the airport infrastructure (people, processes, technology) to best support government and commercial objectives in passenger and aircraft facilitation
The Need
• Customer focus– The experience of the “facilitated passenger” is influenced
by a number of factors:• Environment• Front-line individuals• Processes• Multiple parties (airport, airlines, ground handlers, government
agencies…)
– “Customer” means different things to each airport stakeholder
– No one party is entirely responsible for the experience a passenger has on arrival or departure from NZ
How do we create a culture across the airport eco-system that puts the customer first, with a shared vision and set of actions?
What is Lean Six Sigma?
• A fact-based approach to continuous improvement• Operational focus – happens at the front line• All about reducing “waste” (time, cost,…) • Puts a cost on variance against target performance• Usually applied within a single business
We applied the approach across seven organisations!
ControlImproveAnalyseMeasureDefine
DMAIC
Scope of activity
DEPARTURES
SMARTGATE
TRANSIT
ARRIVALS
IMMIGRATION, CUSTOMS
BAGGAGE CLAIMMAF
DUTY FREE
EMMIGRATIONAVSEC
SCREENINGDUTY FREE
GATE ALLOCATION
AIRCRAFT MAINTENANCE
AIRSIDE OPERATIONS
GATE ALLOCATION
LANDSIDE
AIRSIDE
SMARTGATE
X-Ray Image Transfer
(To destination)
X-Ray Image Transfer
(From Origin)
BOARDING
Self-Service
CHECK IN
BAGGAGE SCREENING
Initiatives
• Lean Six Sigma Pilot Study (Arrivals Process)• Extended into a rolling Lean Six Sigma Programme
– On-going improvement of Arrivals process– Departures process
• Parallel support and integration of Border Agency initiatives with Trans-Tasman focus, e.g.– Customs – SmartGate– MAF – Fast Track
Seeking to provide benefits to participating organisations, improving/reinforcing Auckland Airport’s brand with customers, and
supporting NZ/AUS Govt objective to streamline Trans-Tasman passenger facilitation
Example: Lean Six Sigma Pilot Study (Arrivals Process)
Start
End
Approach
• Kick off work shop and training sessions• Establishment of an operational Arrivals Team• Governance Group meetings for decision making• CEO Group for endorsement• Detailed analysis of all aspects of arrivals process
– Baggage handling– Customs and MAF processing and resourcing– PAX timing– Data mining (FIDS etc)
The Team identified the two key areas to target for customer satisfaction were speed and environment
Lean Six Sigma Pilot Study (Arrivals Process)
11:00 12:01
11:00 - 11:16
Disembark aircraft
11:16 - 12:00ICAO 45 mins
BAGS TO CAROUSEL
CUSTOMS QUEUEDUTY FREE MAF QUEUEINSP INSP
Lean Six Sigma Pilot Study - Outcomes
• Successfully built a multi-party operational team that can make decisions and implement improvements
• Quantified key aspects of the arrivals process, understanding the factors that most affect processing times at high pax volumes
• Identified improvement opportunities and/or potential cost savings for all parties
• A number of immediate environmental changes made• Several longer term improvement projects identified (prioritisation for roll on
programme)
Economy First/Last April 1st 2009
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80
DJ96 DJ188 DJ162 BI77 SQ285 CX107 EK412 EK406 EK434 DJ164 DJ186 SQ281 DJ54 DJ78
Flight
Min
ute
s
Time Taken Economy
Lean Six Sigma Pilot Study – Vision for Arrivals
“Compliant passengers will take an average of 15 minutes to progress from the start of the Customs passport control into the public arrivals area, and no more than 25 minutes at any time.”
Lean Six Sigma Pilot Study (Arrivals Process)
• New technology:– RFID for passenger tracking
– Exploring application of CCTV, blue tooth and door counters
– Providing real time decision support information to multi-stakeholders (e.g. Inbound aircraft passenger profile)
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150
200
250
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0:00:00 1:00:00 2:00:00 3:00:00 4:00:00 5:00:00 6:00:00 7:00:00
Time
No
of
PA
X AUS/NZ
AUS/NZ Transfer
Other
Other Transfer
Environmental Improvements
Environmental Improvements
Environmental Improvements
Governance Structure for on-going ProgrammeCEO Steering
GroupChair AA CEO
Governance Group
Chair AA COO
Lean Six Sigma Programme
Director
Lean Six Sigma Programme
Manager
Assistant Programme
Manager
Lean Six Sigma Working Group A
(e.g. Arrivals)
Stakeholder Project Team Members
Lean Six Sigma Working Group B (e.g. Departures)
Stakeholder Project Team Members
Lean Six Sigma Working Group C
(e.g. A/C Processing)
Stakeholder Project Team Members
Project Management Function
Auckland Airport IT Group
Improvement Project 1
Improvement Project 2
Improvement Project 3
Lean Six Sigma Management Function
Benefits and Conclusions
• Basically, we proved it works and drives real improvements.
• All agencies have committed to applying the methodology airport-wide.
• Adopted as the ‘execution tool’ for introducing trans-Tasman initiatives over the next 14 months.
• Empowers front-line staff to make and act on improvement decisions.
• Was highly motivational for the staff involved.• Locks in a continuous improvement culture in the
organisations involved.• Serves as a powerful project management tool.
Thank you
Questions?