Aviation

Facilitating an Operational Excellence Program at an Airline Group

Challenges

Strong need to increase the operational stability in order to avoid negative impacts on the financial position and reputation

 

Obligation to work on the improvement activities that the airlines committed to at the Aviation Summit in 2018

 

Resolving operational issues along passenger, crew and aircraft journeys caused by the complexity due to complex network operations with many parties involved

 

Coordinating local initiatives already started and run by regional units

 

Realizing short-term effects by:

  • Accelerating turnarounds
  • Optimizing the flight schedule
  • Extending reserves
  • Improving the interaction with passengers
Problem-Solving Approach

Orchestrating existing and new initiatives in addition to accelerating implementation of measures initiated by local projects

 

Aiding workstream activities (e.g. generating and testing measures in order to improve the punctuality of the first flights of the day)

 

Enabling full transparency and tracking progress along key performance indicators with respect to passengers, employees, and other stakeholders

 

Fitting in with a cross-functional control unit set up by the client

 

Integrating all stakeholders and enhancing decision-making in relevant councils such as the ‘Operational Excellence Board’ or the executive board

 

Reinforcing commitment, dedication, and attitude of the client’s senior management and staff

Results

Process weaknesses identified and countermeasures developed

 

Transparency added based on data analyses and improvement potential computed

 

Countermeasures put into action jointly with local client staff members for testing purposes

 

Review board discussions moderated and client decisions facilitated