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Summary
Problem description
In an air travel market in which passengers become more “airport savvy”, the overall quality perception of the airport is one of the major factors based upon which the passengers choose their airport of departure, transfer or arrival. In order to sustain passenger growth Amsterdam Airport Schiphol has the ambition, in terms of passengers’ overall quality perception, to sustain its position as the number 3 airport in Europe for origin-destination passengers and to become the number 1 airport in Europe for transfer passengers (currently holding a number 3 position). The passengers’ overall quality perception is currently predominantly negatively influenced by the decreasing passengers’ quality perception of the gate. The quality perception of the gate is, among other factors, based upon the length of the waiting times of the logistical processes in the gate. This research is aimed at developing a redesign of the gate logistical processes in order to shorten the waiting time lengths and therefore contributing to the improvement of the passengers’ overall quality perception of Amsterdam Airport Schiphol.
Upon arrival on the airport, a passenger for a non-Schengen flight checks-in and enters the airport lounge through the customs. Around boarding time, the passenger proceeds to the gate where a security screening is performed and the boarding card is scanned. The scope of this research is the gate. The main function of the gate is to get the right passengers, having the right status in the right aircraft at the right time.
Approach
In order to deliver a new concept satisfying the criteria imposed by all stakeholders, a methodical design approach is followed. The analysis phase consists of an internal and an external part. In the internal analysis the current situation is considered using a stakeholder analysis, an investigation of the infrastructure & equipment used and a process analysis. In the external analysis, possibilities & constraints for a new concept are explored based on a benchmark with competing airports and a literature research. The literature research considers present and near future security regulations, previous studies and a wide variety of possibly applicable technologies. A stochastic simulation model is used to quantify the waiting times in the current gate configurations. Due to the generic nature of the simulation model, the waiting times for the newly developed concept can also be quantified using the model. The insights following from the analysis phase are combined into design requirements, preconditions and a functional model created according to the Delft Systems Approach. These serve as a basis for concept generation.
During the research, it turned out there were no accurate data available concerning the process time distributions of the gate logistical processes. Consequently, measurements have been performed in order to generate these process time distributions. Due to the lack of abundant data, the operational validation of the simulation model is impossible.
Conclusions analysis phase
The analysis phase produced the following insights, serving as a basis for concept generation:
1. The current level of cooperation between stakeholders and the gate logistical process control have negative consequences for process efficiency and innovation.
2. The current responsibilities cannot be exchanged between the operational stakeholders. 3. The process time means of the sequential gate processes differ strongly, implying long
waiting times in between processes.
4. The current passenger arrival distribution at the gate is mediocre, causing long waiting times. 5. The state of the art and development of security screening technologies imply that it will not
be possible within ten years to screen passengers and items carried without separating them.
Concept
From the preconditions resulting from the analysis phase, a concept generation starting point has been formulated. This starting point includes three modules; one for person screening, one for items carried screening and one person module for ground handling functions. The technologies to be applied in the concept are selected using morphological overviews.
The following features in the new concept realize the most important gains in waiting times compared to the current configurations:
• Personal boarding times for the passengers result in a more uniform (thus favorable) arrival distribution, which leads to less waiting time in front of the first process.
v • The process time means of the sequential processes are better adjusted to each other,
resulting in less waiting time in between processes. Furthermore the process times are shorter due to the application of innovative technologies.
• Function integration reduced the amount of processes for the passenger to participate in. • Integral process control and dynamic load balancing promotes the cooperation between
stakeholders and between the operational personnel, resulting in shorter process and consequently waiting times.
• Tracing passengers allows the processes to start at a later moment in time, reducing waiting time, amount of seats needed in the gate and operational costs.
Applied technologies in the new concept include facial recognition, terahertz wave imaging, picocell mapping, dual-energy x-ray and dynamic load balancing process control.
Gains
Combined process and waiting times in the new concept are 18-45% shorter than in the current configurations. Dependent on the functions to be fulfilled in the gate, 2-4 agents less are needed. Within 2 years of operation, the new concept is expected to be less expensive than current configurations. Starting in 2010, the implementation - including recommended pilot tests - could be finished by 2015.
Application of the new concept is expected to increase the passengers’ waiting time perception of security screening at the gate from 76% to 92%; resulting in a value well above the 81% target stated by Amsterdam Airport Schiphol. The positive spin-off to the passengers’ overall quality perception of the airport will sustain passenger growth and consequently contribute to achieving Amsterdam Airport Schiphol’s strategic goals.
