Aviation
Report Assignment
Description of the Turn Around Process
Theme 2OPS
Student Version
Vincent Beerlage (500874736) Class: FT_AV1B-01
Steven Prinsen (500870968) Class: FT_AV1A-01
Matthijs Kohnen (500876446)
Class: FT_AV1A-01
,Index
INDEX 2
SUMMARY 4
INTRODUCTION 5
1. DESCRIPTION OBSERVED (VIDEO) TAP 6
1.1 FLOW 1 (CATERING) 5
1.2 FLOW 2 (REFUELLING) 5
1.3 FLOW 3 ((DE)BOARDING) 5
1.4 ETC. 6
2. ILC 7
3. DESCRIPTION OF KPI’S 8
4. COMPARISON OF OWN TAP WITH A SAMPLE MANUFACTURER 9
5. COMPARISON OF OWN TAP WITH OTHER AIRPORTS 10
6. AIRCRAFT STAND 11
7. BOTTLENECKS 13
8. OWN TAP IMPROVEMENT PROPOSAL 13
9. WORK REGISTRATION 14
9.1 OPERATING TABLE 15
9.2 PROCESS REFLECTION 15
9.3 SELF-ASSESSMENT 15
REFERENCES 15
APPENDIX I GANTT CHART OWN TAP WITH CRITICAL PATH 16
APPENDIX II BASIC FORM OF OPERATION OF SELECTED FLOW 17
APPENDIX III CURRENT AIRCRAFT STAND 18
APPENDIX IV IMPROVEMENT PROPOSAL AIRCRAFT STAND 19
Faculty of Technology
Amsterdam University of Applied Sciences
2
, Summary
In the past weeks we did research on how, Ryanair in this case, can improve their turnaround
times to be more efficient. A more efficient turnaround means more income for an airline, so it is
important to optimize this process. In this report we will look at all the different processes that are
executed by the crew and ground personnel to perform a turnaround. the biggest problems in the
turnaround process are the so-called bottlenecks. These bottlenecks create limitations on how
much time the is to save. in the end of this report, we hope to have answered the question that
made us start doing all the research. With what changes in the process can the airline perform a
quicker and more efficient turnaround.
During our research we noticed interesting things in the process of the airline, that are eligible for
some improvement. The first change that can be made is that it is possible for the airline to start
using the additional cargo doors to make the loading and unloading the bags that passengers take
with them. This change will make the costs of the process go up, but make the process go
smoother. The next advice for the airline is to make the process with the stairs go smoother. The
noticeable thing here was that there is time to win when the deboarding start immodestly after
the stairs are being put in place. The next advice for improvement is to park the busses with
passengers close to the plane and to make sure these are ready to go when the plane is empty.
This will cut the time again with a few minutes and in these processes every minute wasted is a
loss in earnings.
The advice given above are based on the observations made during the turnaround we looked at.
The advice to make use of more cargo doors has been based on our research on how the aircraft
stand could be made more efficient. With this change, the time the ground handlers are busy with
the luggage of passengers will be reduced, what means they can assist in other tasks to make
those go faster. The reason for a change in the use of the stairs came up when looking at the
critical path of the process, in which there are a few little gaps that can be filled with these
solutions to make the process take up less time overall. The time these changes will save in the
process are minor, but if it happens every day every process, that will save a lot of time in a span
over a year. The placement of the busses is needed to fill a gap in the critical path. If this gap is
filled the overall time will decrease and the changes of a delay will shrink.
To make these changes happen, the airline would have to invest more money in the process. The
money they invest will help facilitate the need for more belt loaders. The airline will also need
more personnel on the ground with the planes to operate the equipment that is added to the
process. There need to be made changes to the aircraft stand itself to implement the room for the extra
equipment and the parking spot of the busses that are waiting with passengers. The changes will cost the
airline some money, but the investment will be returned with the time saved in the turnaround.
Faculty of Technology
Amsterdam University of Applied Sciences
3
Report Assignment
Description of the Turn Around Process
Theme 2OPS
Student Version
Vincent Beerlage (500874736) Class: FT_AV1B-01
Steven Prinsen (500870968) Class: FT_AV1A-01
Matthijs Kohnen (500876446)
Class: FT_AV1A-01
,Index
INDEX 2
SUMMARY 4
INTRODUCTION 5
1. DESCRIPTION OBSERVED (VIDEO) TAP 6
1.1 FLOW 1 (CATERING) 5
1.2 FLOW 2 (REFUELLING) 5
1.3 FLOW 3 ((DE)BOARDING) 5
1.4 ETC. 6
2. ILC 7
3. DESCRIPTION OF KPI’S 8
4. COMPARISON OF OWN TAP WITH A SAMPLE MANUFACTURER 9
5. COMPARISON OF OWN TAP WITH OTHER AIRPORTS 10
6. AIRCRAFT STAND 11
7. BOTTLENECKS 13
8. OWN TAP IMPROVEMENT PROPOSAL 13
9. WORK REGISTRATION 14
9.1 OPERATING TABLE 15
9.2 PROCESS REFLECTION 15
9.3 SELF-ASSESSMENT 15
REFERENCES 15
APPENDIX I GANTT CHART OWN TAP WITH CRITICAL PATH 16
APPENDIX II BASIC FORM OF OPERATION OF SELECTED FLOW 17
APPENDIX III CURRENT AIRCRAFT STAND 18
APPENDIX IV IMPROVEMENT PROPOSAL AIRCRAFT STAND 19
Faculty of Technology
Amsterdam University of Applied Sciences
2
, Summary
In the past weeks we did research on how, Ryanair in this case, can improve their turnaround
times to be more efficient. A more efficient turnaround means more income for an airline, so it is
important to optimize this process. In this report we will look at all the different processes that are
executed by the crew and ground personnel to perform a turnaround. the biggest problems in the
turnaround process are the so-called bottlenecks. These bottlenecks create limitations on how
much time the is to save. in the end of this report, we hope to have answered the question that
made us start doing all the research. With what changes in the process can the airline perform a
quicker and more efficient turnaround.
During our research we noticed interesting things in the process of the airline, that are eligible for
some improvement. The first change that can be made is that it is possible for the airline to start
using the additional cargo doors to make the loading and unloading the bags that passengers take
with them. This change will make the costs of the process go up, but make the process go
smoother. The next advice for the airline is to make the process with the stairs go smoother. The
noticeable thing here was that there is time to win when the deboarding start immodestly after
the stairs are being put in place. The next advice for improvement is to park the busses with
passengers close to the plane and to make sure these are ready to go when the plane is empty.
This will cut the time again with a few minutes and in these processes every minute wasted is a
loss in earnings.
The advice given above are based on the observations made during the turnaround we looked at.
The advice to make use of more cargo doors has been based on our research on how the aircraft
stand could be made more efficient. With this change, the time the ground handlers are busy with
the luggage of passengers will be reduced, what means they can assist in other tasks to make
those go faster. The reason for a change in the use of the stairs came up when looking at the
critical path of the process, in which there are a few little gaps that can be filled with these
solutions to make the process take up less time overall. The time these changes will save in the
process are minor, but if it happens every day every process, that will save a lot of time in a span
over a year. The placement of the busses is needed to fill a gap in the critical path. If this gap is
filled the overall time will decrease and the changes of a delay will shrink.
To make these changes happen, the airline would have to invest more money in the process. The
money they invest will help facilitate the need for more belt loaders. The airline will also need
more personnel on the ground with the planes to operate the equipment that is added to the
process. There need to be made changes to the aircraft stand itself to implement the room for the extra
equipment and the parking spot of the busses that are waiting with passengers. The changes will cost the
airline some money, but the investment will be returned with the time saved in the turnaround.
Faculty of Technology
Amsterdam University of Applied Sciences
3
