OUTLINE OF THE STUDY:

Sardar Vallabhbhai Patel International Airport was taken up for the assignment by the group. This airport has four terminals: International, domestic, cargo and a secondary traffic terminal. It provides service to passengers of 250 flights per day. For the study, the terminal 1 which dealt with domestic flights was chosen. The total floor area is approximately 45000 sq. meters and has two floors. The terminal was divided into two blocks 1) Departure and 2) Arrival blocks. Airport provides for the physical facility usage of its space for the passengers of various airlines and hence can be said to perform Infrastructure service. In the service process matrix it can be placed in the position of Service factory. The level of interaction with the consumers (or passengers in this case) and the customization required are low. Also the labour intensity is low. The direct recipients of this tangible service are people. In this service industry though the degree of customisation involved are low, the judgement and discretion exercised by the contact personnel is high. The demand for service is widely fluctuating over various time intervals i.e. during the flight departure/arrival time there is a lot of demand for service; otherwise there may hardly be any demand.

THE SERVICE FLOW:

Figure1. Outline of the Departure Terminal:

DEPARTURE BLOCK:
Figure.1 explains the Departure block in Detail. After a passenger enters the block first they pass through an entry only for passengers employees and concessionaries. Then they are at the process of X-ray screening of registered baggage. The system is so called X-Ray Baggage Information System referred to as XBIS henceforth. There are three such XBIS machines to take care of passenger traffic for six domestic airlines, with each machine serving two airlines. Then there is check in for the passengers at the check-in counters of their respective airlines and passengers would receive their boarding passes. The screened registered baggage from XBIS are placed over the conveyer belts and taken to a baggage make up area (BMA), where they are segregated as per the flight that they are supposed to be loaded in to. After which a suitable transport system is arranged to pick them and put them in the right planes. These processes occur behind the screen whereas the passengers after receiving their boarding passes undergo a security check. The Security Check has three checking gates: one for ladies and other two for gents. Once they are checked thoroughly they are to enter a security hold area (SHA) where they would wait in the waiting area till they board their respective flights. If a passenger leaves the SHA irrespective of any purpose, he or she would be checked again when entering the SHA. From here they would be boarding on the flights through the boarding gates on the ground floor or through the aero bridges in the first floor. If the aero bridges are not used, a transport system would be provided for the passengers to be taken to the aircraft from the boarding gates on the ground floor. The Aero bridges which are on the first floor have provision to be directly connected to the Airplane. There are three boarding gates on the ground floor and 4 aerobridges both of which are operational to be used both for boarding and descending from the flight. In this overall process explained above, there are possibilities of significant delay at the check in and security check area. The Process Flow diagram is explained in figure 2.

PROCESS FLOW DIAGRAM OF DEPARTURE TERMINAL:

Figure.2

ARRIVAL BLOCK:

Figure.3 ARRIVAL BLOCK

After the plane lands, passengers are brought to this block through a transport system from the Aircraft or through the aerobridge which has a direct provision to be connected to the first floor of the Arrival block. Then they collect their registered baggage from an operational conveyer belt in the ground floor. There are three such conveyer belts in this block. A display provision of informing the respective flight is been provided in all the conveyer belts for the passengers to wait in the respective conveyer belt for their baggage. This system tries to provide fastest delivery for all the passengers but the passengers would be required to wait for their luggage (the registered baggage) to arrive. This process would follow the opposite of BMA explained in Departure Block.

PROCESS FLOW DIAGRAM FOR ARRIVAL BLOCK

Figure.4

SAMPLE STUDY:
Assumptions: For the Study one flight scheduled at peak time is chosen. Exhibit.1 provides the schedule of flights between 6pm to 9pm. GE 371 INDIGO (hereafter referred to as GE371), destined to Hyderabad (HYD) and scheduled at 6.30pm is chosen for the study. It is observed that on an average 150 passengers board flight GE371. Moreover the traffic at various time segments are calculated based on the average flow rate of passengers. Time Period 4 to 4.30 pm 4.30 to 5 pm 5 to 5.30 pm Percentage flow 20% 30% 50%

The following study takes average rates in to consideration as passengers flowing at a particular time period would be volatile. Moreover, the consideration about recent government regulation that no passengers would be allowed to check in if he or she do not

arrive 45 minutes before the flight is also taken. The standard time unit taken in this study would be 30 minutes or half-an-hour and the time period of study is 5 to 5.30pm where percentage flow is nearly 50%

1. XBIS:

No. of Passengers 5.00 pm 5.30 pm 5.50 pm t The above inventory diagram shows the worst case scenario where every Domestic customer has baggage ( on an Average 2 per person) Cycle time = 20 seconds / baggage 3 XBIS AVAILABLE AND SHARED BY 2 DOMESTIC SERVICE PROVIDERS EACH

Figure.5 XBIS System As mentioned already the above inventory diagram assumes the worst case scenario where every domestic passenger has baggage (on an average 2 per person). The Capacity of the XBIS is found to be approximately 90 baggages per 0.5 hour. Only one XBIS is provided to an Airline service provider. The demand in this case would be 150 baggages per 0.5 hours and the inventory gets piling up at the rate of 60 baggage per 0.5 hours till 5.30 pm after which it is served at the rate of 90 baggages per 0.5 hour till 5.50pm. The assumption that no passenger is allowed after 5.30pm holds true in the entire study (i.e. passengers who do not arrive before 45 minutes of the flight are not allowed).

2. CHECK IN:

No. of Passengers 5.20 pm 5.50 pm t 5.58 pm

* Two Counters for issuing boarding pass * Capacity = 60 passengers per 0.5 hour

Figure.6 Boarding Pass issuance system Each boarding pass counter issues boarding passes and have an approximate capacity of about 60 passengers per hour. The counters are privatized and taken care of by respective service providers. It is assumed that two counters are operational for flight GE371. So on an average the two counters would provide a capacity of 60 passengers per 0.5 hour. The flow rate of the passengers would be about 75 passengers per 0.5 hour from 5.20pm. From the calculation of XBIS system, the last passenger would come to boarding pass counter at 5.50pm. The number of passengers (referred to as inventory hereafter) piling up would be at the rate of 15 passengers per 0.5 hour till 5.58pm. Figure.6 explains the inventory piling up.

3. SECURITY CHECK (MALE)

No. of Passengers t 3 Security Checking Machines available and one of which is dedicated for ladies. Cycle time on an average = 2 min / Person Mandatory for all Considering 2:1 male female ratio of passengers inflow for GE 371 Considering the scenario mentioned earlier, the last passenger would reach Security Check at 5.58 pm 5.28 pm 5.58 pm 6.18 pm

Figure.7 Security Check (Males)

There are 3 security check machines available with the security check personnel, one of which is dedicated for women. The entire security check system would have an approximate capacity of 15 persons per 0.5 hour. Considering two security check machines operational for flight GE 371, the demand would be 50 passengers per 0.5 hour and the capacity of the two machines would be 30 passengers per 0.5 hour. The inventory would be piling up at the rate of 20 passengers per 0.5 hour till 5.58pm. The last passenger would enter in to security check at 5.58pm as derived in the boarding pass system. The piling inventory would form a queue and would be processed at the rate of 30 passengers per 0.5 hour till 6.18pm. Figure.7 explains this in detail

4. SECURITY CHECK (FEMALES):

No. of Passengers 5.28 pm t 5.58 pm 6.18pm

Going by this study, the passengers would get their clearance only at 6.20pm for their flight Scheduled at 6.30pm and the flight would get delayed by at least 15 min.

Figure.8 Security Check (Females) Considering a 2:1 ratio as already considered, 25 passengers per 0.5 hour would be entering the system. The capacity of the security check entire system is about 15 persons per 0.5 hour. The female passengers would be entering the system till 5.58pm as calculated already. The inventory would be piling up at the rate of 10 passengers per 0.5 hour till 5.58 pm and would be processed at the rate of 15 passengers per 0.5 hour till 6.18pm. Figure.8 explains this in detail.

INFERENCE:
Going by the above scenario, the inference that could be drawn is that in the worst case scenario where 50% of the passengers for the flight GE 371 come at 5 to 5.30pm and have 2 baggage per person would result in the last passenger getting security check at around 6.20pm. This would cause considerable delay of about at least 15min for the flight scheduled at 6.30pm.

IMPORTANT RECOMMENDATIONS:
To meet the growing demand and any uncertainty the following are recommended: 1. Additional XBIS system needs to provided and rotated around the various service providers based on the demand. 2. Additional security check machine needs to provided and operated at peak hours.

OTHER RECOMMENDATIONS BASED ON VISUAL INTELLIGENCE AND CUSTOMER SURVEY: 1. Audio system needs to be amended and more training needed for the audio announcement team. 2. Business class passengers request the reserved lounge to be provided in the SHA rather than near the Boarding pass counters as the major waiting area is in the SHA. 3. Few displays are not operational in the SHA which needs to be taken care of along with providing visual sign boards in the SHA area. 4. When there is a delay in the flight, the boarding gates gets changed and a pre-empt algorithm needs to followed to handle the variability. 5. Feedback forms are available only in Hindi which needs to be provided in English too. 6. The airport assistants were present at all possible places but passengers were unaware of the presence of such a person. They could possibly put up a board as to contact an airport assistant if in need of assistance. This would be better than a stable desk as a person moving around may be able to spot a problem soon.

RPA RATINGS BASED ON THE STUDY:

1) Customer satisfaction: There was a great level of enthusiasm in the employees in showing us around the area. All the employees we came across seemed to be very well aware of their duties. But in the case of airport their main focus was on the security of the passengers and second was on their comfort. This preference was clearly seen in their behaviour. 2) Safety, environment cleanliness and order: The area was clean and orderly. The ambiance was well lighted and the temperature was also at a comfortable level. For the purpose of safety there was sprinkler system and also fire extinguishers placed at different places. 3) Visual management system: There were sign boards placed from place to place directing people to different areas in the airport. But some of them could have been easily overlooked. Passengers too feel the same when asked for suggestions. There is no display system in the SHA area

regarding the departure of the flights when the study was taken. Also not all the television sets placed in the SHA was operational. 4) Scheduling System: This system did not involve any material inventory. But the system operated on a centralised schedule. 5) Use of space, movement of materials and Product line flow: The available space was properly arranged for all the things needed. Even a bent queue system was adopted at the security check area which would both reduce the area for queue and also give passenger a perception of shorter queue. But the XBIS machines were not having enough space for queues to be form linearly. 6) Level of inventory and the process flow: By general tendency the passengers want to leave the airport at the earliest. Hence there are fewer tendencies to arrive very early and stay in the airport. So there may not be any intentional crowding. But just in case if there is a delay in the flights there is quite a large waiting area. 7) Team work and motivation: There appeared to be a good amount of motivation in the employees working in the airport. They were well aware of the goals of the management and conducted themselves accordingly. 8) Condition and maintenance of equipment: The authorities seemed to be careful about the equipment and their maintenance. It did not take employees long to recognise that the wheels of 4 a trolley were damaged which were fine the previous day. 9) Management of complexity and variability: This airport seems to be working on this issue. The main issue of variability is observed when there is a delay in flight and when it is being rescheduled. This is mostly in the boarding gates area. 10) Supply chain integration: There are efforts being put on reduction of costs and this was seen in various places.

11) Commitment to quality: There were signs that they were committed to quality as they were looking for passenger comforts and safety. Also they were open to feedback from the passengers.

OVERALL SATISFACTION RATE BY CUSTOMERS:

The overall satisfaction rated by the customers was very satisfactory. This could be quantitatively approximated to 75 to 80%.

QUICK AUDIT SCAN:

1. Is there necessary system (XBIS, Counters and security check) in place to meet the demand of passengers? 2. What is perception of the frequently travelling customer regarding the functioning of the Airport? 3. Is the Airport well connected to city and other places by road? 4. Does the scheduling system work properly? 5. Do the area available properly used up for available resources? 6. Are they any system or area contributing to unnecessary cost? 7. Are there proper maintenance of machines and systems in place? 8. Is there proper commitment to quality and improvement by the management? 9. How is the supply chain functionality? 10. Are they necessary resources or contingent plans for variability like delay in flights? 11. Is there proper visual and audio system in place to assist the passengers? 12. Is the ambience welcoming the passengers? 13. Is there team work and motivation among employees? 14. Are there required lifts and escalators provided for? 15. Is there any internal audit performed regularly and time table maintained? 16. Are there supervisors or duty managers appointed and well aware of the system? 17. Are the staffs trained and aware of the responsibilities and goals? 18. Are there Airport assistants in every section of the service area? 19. Are there enough provisions for the differently-able persons? 20. Are there confectionaries and food joints available for passengers in the waiting area? 21. Is there a first aid centre available? 22. Are there refreshment rooms, lounges and rest rooms available in proper place? 23. Does the Airport have visitor waiting area? 24. Are there extended services like pre-paid taxi booking? 25. Are there complementary items like newspapers provided?

Exhibit1. Flight Schedule at Ahmedabad Domestic Airport (6 pm to 9 pm)

Flight 68 104 6E 216 6E 371 SG 206 IC 685 AI 9685 SG 218 6E 156 S2 124 9W 7112 IT 3176 IC 981 Carrier GoAir Indigo Indigo Spice Jet Indian Airlines Air India Spice Jet Indigo Jet Lite Jet Airways Kingfisher Indian Airlines Destination Bombay Bombay Hyderabad Bombay Bombay Bombay Delhi Delhi Delhi Delhi Bombay Bombay Departure 6.15Pm 6.20Pm 6.30Pm 7.05Pm 7.40Pm 7.40Pm 7.45Pm 8.20Pm 8.35Pm 8.35Pm 8.35Pm 8.40Pm

ACKNOWLEDGMENTS:
This project has benefited greatly by the sage advice of many individuals. To begin, we (the project members) would like to express our deep appreciation to the following individuals who provided great help and support during the study. Mr. Anuj Aggarwal Airport Director, Ahmedabad Airport Mr. G. C. Tirkha J.T. General Manager Operations, Ahmedabad Airport Prof. Sachin Jayaswal Professor, Indian Institute of Management, Ahmedabad. Mr. Mahendra N Patel chairman, Mamta Group and frequent flyer, Ahmedabad Airport.