Summary:Read the following case and answer the questions at the end.In the space of just 30 minutes every weekday, around 5.00 in the evening, around 20 flights arrive at and...

systems. This plan uses the forecasts of passenger numbers and guides our decisions about what to build and when, and how to pay for it. We have been growing at a rate of about 10 per cent a year over the last 10 years. In 2000 the airport handled 7.6 million passengers and our growth is set to continue, with an anticipated 10 million passengers expected to travel through Birmingham by 2005. This plan involves serious money; we are talking about a capital plan of about £50 million a year over the next 15 years. This is all very much driven by operational needs. Managing and developing the airport’s oper- ations are huge challenges.

‘One of the major tasks for operations is not just to provide the infrastructure for all the other organizations on site – such as airlines, handling agents, retailers, cargo hand- lers – but also to provide the leadership and coordination for them. There are also groups off site, such as community groups, which we liaise with as we work to monitor and improve the environment. My personal job is about coordination and setting the safety and customer service standards for everyone to adhere to.

‘All of us from the different organizations try to work together as a team and there is a great community spirit here that has built up over the years. Everyone wants their own bit to work well and the whole thing to work well together. We all have a great under- standing of everyone’s problems and there is an excellent spirit of cooperation.

‘The real secret of managing operations, if you are ever going to sleep at night, is to make sure you have really good processes and procedures in place. We can’t have people making it up on the spot. Everything has to be thought through and tried and tested. We spend a great deal of time reviewing and developing processes. We have to have procedures for fires, evacuations, bomb threats, ill passengers and even deaths in the terminal. Unfortunately, we do have medical emergencies, not surprising since we have about 30 000 people passing through the airport every day in the summer.

‘Another key task is operational planning. We do this on an annual basis. Operational planning is about making the operation as efficient as possible by working out how we can best allocate our infrastructure to the airlines. For example, we need to decide who is going to get the airbridges, who is going to get certain stands, who is going to have their passengers bused to the terminal at peak times, and so on. However, you have to remember that the operational plans are just that, plans, and as ever, things go wrong – schedules fall apart because of plane delays or mechanical problems, for example. So we also have terminal duty managers whose job it is to sort out the day-to-day operational problems. Our team of terminal managers covers the airport 24 hours a day, every day of the week, with one senior manager overseeing each shift.

‘Many of the things that happen are recurring problems, such as delays or diversions, and you know you will end up with a lot of passengers waiting around a lot longer than they want to. The job of the duty manager is to coordinate all our efforts, ensuring that the catering people know what’s happening and making sure our information services people know so they can tell the passengers, for example. The terminal managers need to keep their ears and eyes open. Passengers may report that they have seen someone acting suspiciously and the managers need to know what to do. When passengers get off the plane and their bags are not there, although it’s the responsibility of the airlines or their handling agents, our people may have to pick up the pieces. When people try taking prohibited items through security, such as a family heirloom with a large curved blade, we have to explain patiently to them that they have to leave it with us.

‘The terminal managers also have to deal with major incidents – things like bomb threats or, like last year, when the Spanish coach drivers went on strike leaving many passengers stranded at the airport. The job of the terminal manager is to sort it all out and make sure everyone knows what is happening. It involves a great deal of common sense but it is not easy. If you have to do an evacuation, for example, everyone will be at different stages in the passenger processing and security clearance procedures, so when the incident is over, we have to try to put them all back where they came from without mixing them up or they all have to start the process again!

‘We have the equivalent of the terminal duty managers looking after the airfield side: operations duty managers. Their job is about dealing with the day-to-day problems, such as changing stand allocations when delays occur or arranging snow clearance if we have a sudden fall. Again plans are in place and everything has to be thought through. We also have weekly communication meetings when we get the operations and duty managers to work with the operational planning department.

‘Our mission is to be the best regional airport in Europe. To do this we need continu- ally to try to improve everything we do. It sounds simple but it is not easy. For example, we have almost no capacity at the peak times, that is between 7.00 a.m. and 8.00 a.m. and between 5.00 p.m. and 6.00 p.m. when we are busy with short-haul European traf- fic, so we are trying to encourage other airlines to fill in the off-peak times. This is ideal for long-haul operators and we now have flights to South East Asia and America, and just last year we added an Emirates flight to Dubai. This allows us to use the middle of the day when we have runway and terminal capacity and it suits everybody as we can all make better use of our facilities.

‘Running an airport is a fascinating and exciting challenge. No two days are the same. We know that we can make a real difference to our customers, both passengers and air- lines, by what we do. We also make a major contribution to the impact on the local economy by encouraging inward investment and exports. As an operations manager, my job is to make it all happen. It’s a fantastic opportunity and it really does make a differ- ence – its great!’

Questions

1














Identify some of the micro-operations to be found at the airport. For each one:

(a)











Identify the transforming and transformed resources.

(b)











State which is the predominant transformed resource.

(c)











Describe the output of each micro-operation and say who you think its customers are.

2














Summarise the job of the operations director. What are the main issues/problems he faces in managing the airport?

3














What do you think Richard Heard actually does each day (how does he spend his time)?

4














Discuss the relationship between the day-to-day tasks and the long-term issues and explain how Richard manages to oversee both at the same time?

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