131125 report - air india departure delays

Fachhochschule Frankfurt am Main

University of Applied Sciences

Applied Research Project

REDUCTION IN TOP 5

DEPARTURES DELAYS FOR

AIR INDIA INTERNATIONAL

FLIGHTS EX MUMBAI

OPERATED BY BOEING 777

Masters of Business Administration in Aviation Management

Semester 2

Mukul Ringe, Reg No. 1042245 Dy Chief A/C Engineer, 20 years Aviation Experience

Seema Vedak, Reg No. 1042180 Customer Relations, 17years Aviation Experience

Jose Fernandes, Reg. No 1034431 Visa Officer, Swiss Consulate, 19 Years Experience

Philip Thomas, Reg No. 1034460 Aircraft Engineer, Jet Airways, 8Years Experience

Professor Dr. Renike.

November 2013

Page i

Table of Contents

1 Introduction .......................................................................................... 1

2 Problem Statement .............................................................................. 2

2.1 Scope ............................................................................................ 2

2.2 Structure of the report ................................................................... 2

3 Methodology ........................................................................................ 3

3.1 Method behind the empirical data. ................................................ 4

3.2 Research Design and progress .................................................... 6

3.3 Representativity of Data ................................................................ 9

3.4 Reliability of Data .......................................................................... 9

3.5 Validity of our Data ..................................................................... 10

3.6 Presentation of Theory ................................................................ 11

3.7 Criticism of references ................................................................ 12

4 Company description. ........................................................................ 13

4.1 Organisational structure .............................................................. 14

5 Theory ............................................................................................... 15

5.1 Delay Theory .............................................................................. 16

5.2 Theory on Consulting Tools ........................................................ 17

5.2.1 Problem Tree ....................................................................... 17

5.2.2 Hypothesis Tree ................................................................... 18

5.2.3 Issue Tree ............................................................................ 18

5.3 Cultural Theory ........................................................................... 19

5.3.1 What is Culture ..................................................................... 19

5.3.2 Artifacts ................................................................................ 21

Page ii

5.3.3 Espoused Values ................................................................. 22

5.3.4 Basic Underlying Assumptions ............................................. 22

6 Operational Data Analysis ................................................................. 23

6.1 Consolidation of Raw Operational Data ...................................... 23

6.2 Problem Tree .............................................................................. 25

6.3 Hypothesis Tree .......................................................................... 26

6.4 Issue Tree “Awaiting load from another AI flight” ........................ 26

6.5 Issue Tree “Reduce delays at Immigration.” ............................... 27

6.6 Issue Tree “Cabin crew reporting late.” ....................................... 27

6.7 Issue Tree “Passengers reporting late at boarding gate” ............ 27

6.8 Issue Tree “Waiting for ATC Slot” ............................................... 28

6.9 Weather Influence on Delays ...................................................... 28

6.10 Aircraft Taxing behind .............................................................. 29

7 Cultural Analysis in Air India .............................................................. 29

8 Conclusion and action plan ............................................................... 30

9 Perspectivation .................................................................................. 32

10 References ........................................................................................ 33

11 Appendix A: Problem Tree ................................................................ 36

11.1 Hypothesis Tree ...................................................................... 37

11.2 Issue Tree for Awaiting load from another flight ...................... 38

11.3 Issue Tree for Delay at Immigration ......................................... 39

11.4 Issue Tree for Cabin Crew reporting late ................................. 40

11.5 Issue Tree for Passenger reporting late .................................. 41

11.6 Issue Tree for Awaiting Take off Slot ....................................... 42

12 Appendix B: Permission for use of statistical data ............................. 43

Page iii

13 Appendix C: Consolidated overview of delay causes ........................ 44

14 Appendix D: Work Contribution ......................................................... 45

14.1 Mukul ....................................................................................... 45

14.2 Philip: ....................................................................................... 45

14.3 Seema ..................................................................................... 45

14.4 Jose ......................................................................................... 46

15 Appendix E: Interview Guide prepared for Corporate Culture ........... 47

16 Appendix F: Actual Interview Guide used Cultural Interviews and

answers ................................................................................................... 50

17 Appendix G: Interview Guide prepared for Delay Interviews ............. 55

18 Appendix H: Actual Interview Guide used Delay Interviews and

answers ................................................................................................... 59

19 Appendix I: Questionnaires to Assistant Duty Manager 1 ................. 69

20 Appendix J: Questionnaires to Assistant Duty Manager 2 ................. 70

21 Appendix K: Questionnaires to Assistant Duty Manager 3 ................ 71

Page iv

Table of Figures

Figure 1:.Air India Organisation structure ................................................14

Figure 2: Air India Departmental Organisation Structure .........................15

Figure 3:Levels of Culture.........................................................................21

Page v

Table of Abbreviations

AI Air India

ATA Actual Time of Arrival

ATC Air Traffic Control

B – 777 Boeing 777 series

FAA Federal Aviation Administration

IOCC Integrated Operation Control Centre

MCT Minimum Connecting Time

The minimum connecting time needed to a connecting flight.

This depends on the departing station and the airlines

involved.

MVT Movement

A movement message is sent by the departing station to the

arriving station.

OAL Other airline

OCC Operation Control centre

PTB Passenger Terminal Building

QTS Questions

STD Scheduled Time of Departure

Page vi

Executive Summary / Abstract

Air India is the national carrier of India, carrying 30.74 million passengers

to destinations domestically and around the globe.

Air India has as the only Indian carrier the prestigious Boeing 777 giving

them the market advantage to be able to reap the benefits of offering the

highly lucrative ultra long range non-stop operations between India and

the US.

However to lure back old customers Air India has to make lot of efforts and

make an impressive new image to attract new customers. Lately it is being

reported that Air India is planning to sell some of their Boeing 777

Airplanes.

The project targets to improve customer service by reducing delays

thereby improving revenue and reputation allowing Air India allowing them

to regain the benefits of their unique position amongst the Indian carriers

in the highly lucrative ultra long range non-stop operations between India

and the US

Using the theories of root-cause analysis combining it with an analysis of

the corporate culture in the departure departments, we propose an action

plan that will minimize the delays of Air India’s Boeing 777 departures by

50% in the next 6 months.

We conclude that the following three top actions are critical to Air India to

bring down the departure delays:

1. Air India to confirm passengers possess the proper documentation

prior to issuance of boarding pass at check-in.

2. Revision of closing time of check-in counters.

3. Real time Tracking of Passengers at Airside area through mobile

technology.

1 Introduction

Air India is the national carrier of India, carrying 30.74 million passengers

to destinations domestically and around the globe.

Air India has as the only Indian carrier the prestigious Boeing 777 giving

them the market advantage to be able to cater to ultra long range non-stop

operations between India and the US.

Currently the Air India fleet includes 8 B777-200LR and 12 B777-300ER

aircrafts.

However, things are far from as good as they could be.

Air India urgently needs to improve its reputation as its total delays are

higher than industry average. This situation is not contributing to tap the

lucrative Indian-USA routes, as customers are staying away; causing the

airline to bleed finances.

In addition hereto, the Indian newspaper Business Standard (Business

Standard 2013), announced on 08th May 2013 that Air India is planning to

sell 5 of its 8 B777-200LR owing to change in market dynamics due to

global recession, steep increase in fuel prices and poor yields on non-stop

routes.

The project targets to improve customer service by reducing delays

thereby improving revenue and reputation.

The project is in consultation with Air India’s commercial department.

The project host from Air India is Mr. S. Sonawane, Manager Controls.

The key decision maker for the project would be the General Manager Mr

S. N. Ojha.

2 Problem Statement

The project is based on the hypothesis that 5 most significant departure

delays occurring on B777 operated by Air India can be reduced by 50% by

addressing the root causes.

We have specifically chosen the Boeing 777 aircraft operated by Air India

as this narrows our study to international long haul departures.

Limiting the study to international long haul departures, means that Air

India in their subsequent implementation phase will have the advantage of

creating a pilot project and a phased rollout using limited means, and still

be able to assess the results and make any subsequent corrective actions

prior to a wider implementation.

The deliverable is an action plan to reduce the top five departure delays

for Air India international flight operated by Boeing 777 ex Mumbai by 50%

in the next 6 months.

2.1 Scope

The scope of our project includes all International long haul departures,

operated by Boeing 777 aircraft, ex Mumbai airport. This narrows our

study to International long haul departures where Air India has a unique

position in the Indian Market.

The limitations of this project which remains out of scope are delays

caused by external factors which cannot be influenced such as weather,

bird hit, terrorist activities or political situations, any other carrier, airport or

aircraft type.

Moreover the actual implementation of the project, as well as any related

financials are also out of scope. Air India is completely responsible for the

implementation of the plan and its financial impacts.

2.2 Structure of the report

In the next chapter we describe the methodology used. The chapter starts

with describing the method behind the empirical data, continues with

research design. We then briefly discuss on representativity of data,

reliability of data and validity of data and end the chapter with presenting

the theory relevant for our project and conclude the chapter with some

remarks on criticism of reference.

In Chapter 4, we give a brief description of the company and the

organisational structure.

Chapter 5, describe the three different areas of theory relevant for this

project. Delay Theory, Consulting tools theory and cultural theory

In chapter 6 we account for our analysis of the delay causes.

Chapter 7 briefly accounts for the situation concerning cultural empirical

data.

In chapter 8 we present our conclusions and action plan for Air India.

Finally, chapter 9 briefly sets the whole project in perspective.

3 Methodology

In the following we will detail the methodology and considerations behind

the chosen method.

Overall the problem is an empirical survey based in a practical problem,

supported by theoretical considerations.

This is why the report also has a theoretical chapter and from a

methodological point of view the purpose of that chapter is to form the

theoretical basis. Thereby the theory will form a fundamental foundation

for the empirical research while at the same time creates the conceptual

framework for the subsequent analysis of the collected data.

We will in the following part of this chapter argue the empirical method that

we have chosen for our project, the data collection method and the choice

of informants.

Conclusively we will discuss the reliability and validity of our data and

present the theory we have chosen to use.

3.1 Method behind the empirical data.

Our research takes starting point in Air India where we have to achieve

knowledge of the departure delays of Air India.

This forms the basis for the choice of methodology for collection of

empirical data.

Within our problem we have the choice between two methods, the

qualitative method and the quantitative method.

We have chosen the qualitative method, based on the subject and

purpose. The subject is root cause analysis of delays supported by an

analysis of any influence of the corporate culture. This subject is difficult to

operationalise and quantify without being explorative. We have as a

starting point not included operationalisation and quantification and have

therefore deselected the quantitative method.

The explorative method is necessary for this analysis because the

knowledge we need to achieve will have many unpredictable aspects.

On the basis of a qualitative and explorative analysis it could be an added

advantage to also supplement with a quantitative analysis, which is also

what Ib Andersen (Andersen 1997, P.43) recommends.

We have to a limited extent also pursued this recommendation and

included supplementary qualitative analysis in the form of questionnaires

to the secondary group of non-core respondents.

The purpose of our project is to be explorative (Andersen 1997, P24) as

we wish to examine if the occurrences given as departure delays are the

genuine causes behind the actual figures causing delays and are in fact

actual root causes.

Exactly these root causes are not known in advance and consequently will

an explorative investigative approach be necessary.

We therefore find that the qualitative method with an explorative line-of-

sight be the most appropriate approach for our project.

Although questionnaires are less time-intensive than interviewing, enable

comparisons to be made and can be analysed more easily than interviews,

Rassam (Rassam 2010, P130) also gives significant disadvantages of

using questionnaires as people may misinterpret some questions, they

may be constrained not to tell all they know and feel of fear of being

discovered and so give the answers that they thing are required. Also the

questionnaires leave very little room for supplementaries.

In addition to this, Schein (Schein 1985) gives reasons of criticism against

the questionnaire methods when attempting to collect cultural-based data.

According to Schein (Schein 1985, P. 184-197), the questionnaire method

as a method to explain corporate culture results in four basic problems.

First, a questionnaire method measures certain aspects of the norms or

climate of an organisation. Schein sees this as artefacts and does not

believe that this alone can account for the corporate culture.

Second, the corporate culture underlying the root cause analysis covers all

aspects of a group’s internal and external life. It is therefore practically

impossible to complete a questionnaire which will be sufficiently covering.

Thirdly, not all cultural dimensions are equally relevant for the works of a

group. It is therefore not possible to design a questionnaire which captures

the cultural dimensions which are relevant for the group you choose to

investigate.

Fourthly, it is impossible to know what the respondents will answer based

on what they feel you look for in the culture; or they answer the

questionnaire based on their view of the factual circumstances.

As the basic root causes and basic cultural assumptions are hidden and

therefore not necessarily present in the awareness of the respondents it

can be difficult for an individual to extract the relevant data.

Ideally in order to perform a thorough cultural analysis a focus-group

interview should be applied. In a focus-group interview it is possible to

observe how the participants work their way through artefacts and values

and begin to stimulate each others’ perception of the situation and thereby

start to provide the basic assumptions that signify the culture and also the

root causes. Unfortunately for technical reasons, we were not able to

assemble all respondents in a focus-group interview, and therefore have to

settle for a one-to-one interview. We do not believe that this will have a

severe adverse effect on our analysis, as the cultural analysis is only

intended to support our understanding of the root cause analysis.

As Rasien and Friga (Rasiel Friga 2007, P. 61) also recommends, we use

an interview guide, in order to organise our thoughts on paper and

secondly identify the topics we intend to cover in the interview and prepare

accordingly.

The above supports our choice of the qualitative method and furthermore

points towards completing the qualitative interviews using an interview

guide.

Moreover it has also been our intention to avoid limiting the respondents in

their answers as Rassam confirms (Rassam 2010) is one of the

disadvantages by using questionnaires. Where have therefore placed

significant emphasis on the core group of respondents presenting their

own views of the situation.

3.2 Research Design and progress

We start our research by applying multiple and successive steps of

consolidation to the large scale statistical raw data which we have

obtained directly from Air India.

The result of these successive consolidations is an overview of the

number of occurrences of any particular delay categorised into work area

and responsible person.

Addressing the five most frequent occurrences from this consolidated

statistics, gives us the basis for our empirical investigation.

In this following we describe the way we have chosen to complete the

qualitative interviews. We describe our choice of respondents and our

choice of data collection method including justifying our choice of

respondents. We also argue for our choice of data collection method and

research design

We base our subsequently explorative investigation in the departure

department of the airport, being the unit directly involved in the daily

operational aspects of the Boeing 777 departures in Mumbai Airport.

The data sources for our empirical research can all be characterised as

primary data.

Based on the approved project proposal we received permission from Air

India to use the statistical data and to access the different respondents we

have interviewed. The permission received from Air India is found in

Appendix B, Permission for use of statistical data.

Having this authorisation we feel that our access to the data was

reasonably assured. In a hierarchical organisation such as Air India, it is of

significant importance to obtain such authorisation.

We found it important to separate our interviews and our questionnaires in

three groups according to purpose. The reason behind this is that it would

give us a potential to select the group of respondents which we felt would

best contribute to the primary purpose of our interviews and our

questionnaire. It would at the same time help us in maintaining interview

focus.

We interviewed two various shifts duty managers about their

understanding of causes of delays and their opinions as per the questions,

which were created by our team to have proper assessment of the causes

which the duty managers are writing in delay reports. The third duty

manager was interviewed about cultural aspects.

The duty managers are accountable for the delay of any flight and hence

they will be forthcoming if anyone provides them any hope of providing

some methods to reduce delays. However, Air India being a government

organization, they had agreed to do so only on remaining anonymous.

As the shift duty managers are directly accountable for the delay of any

flight we consider this group of respondents our core group.

To have a opinion of lower level management we provided a questionnaire

to assistant managers to have an understanding, how the low level

managements observes delays and causes of delays, sometimes following

only orders of their superiors, thus feeling helpless in reducing the delays.

These staff are accountable to cross check the passengers boarding, crew

scheduling, co-ordinating the gate close of aircraft, other co-ordination

such as catering upload, baggage upload etc. They were selected

because they are also somehow directly involved in know-how of delay

causes. They also wanted to remain anonymous in providing the

feedbacks. These questionnaires were provided to around seven staff

members but only three of them returned with feedback. We consider this

group of respondents our secondary group.

Ideally, and if the primary purpose had been a complete corporate culture

analysis, it would have been completed as a focus-group interview, taking

into consideration an equal distribution between young employees having

a low seniority and old employees having a high seniority, in order to

discover the different views on corporate culture. A focus-group interview

is also preferred to a one-on-one interview, in particular in relation to

culture, as respondents will generally stimulate each other during a focus-

group interview, the aspect of which is not achieved by a one-to-one

interview. As our purpose of analysing culture is only of supporting nature,

we felt it acceptable to use only one-to-one interview.

In the project we are using the Pareto principle, which in a consultancy

assignment such as this we believe that a relatively small number of delay

factors are responsible for a large part of the problem (Rasam 2010).

Moreover, striving for a 100% solution in this case, will not be sensible in

terms of effort required on Air India in the implementation phase

(Obolensky 2010). In processing the statistical data made available to us

from Air India, we apply the principle described by Cowey (Cowey 1994)

as circle of concern and circle of influence, and choose the disregard the

delay causes we find are in our circle of concern, but not in our circle of

influence. The reason for this is that although some of them occur

frequent, they are beyond our influence, and our addressing these issues

will have little or no effect.

3.3 Representativity of Data

A major disadvantage by limiting our interviews to the Duty Managers and

the Assistant Duty Managers in this unit in Mumbai is that we obtain only

the views of key operational personnel in this unit. Although they

employees closest to the daily delays we will have significant views from

other units in Air India, which are not even represented.

Moreover, even if we were able to capture views from other parts of the

Mumbai organisation, there is no guarantee that the same units in other

Air India stations would have the same view.

For an investigation to be genuinely valid corporate wide, it would require

significant effort and time, which we for time reasons have chosen not to

address.

Never the less, we believe that the interview results will be relevant for

Mumbai and also still believe that the underlying root causes for the

significant causes for delay of Boeing 777 in Air India are probably more

similar in a corporate wide than not.

3.4 Reliability of Data

It will probably be difficult to recreate the exact same process as we have

been through. Ideally, it should be such, that others with the same

assignment, the same organisation and employing the same tools should

reach the same conclusions.

Broadly speaking we have two theoretical perspectives, a rational view

and an open ethnographic view (Andersen 1992). Employing the rational

view the researcher does not allow himself to deviate from the original idea

and no learning will take place.

Using the open ethnographic view where the entire project is a process, it

allows the researcher to identify oneself with the field of research.

In this perspective learning and reflexion will occur.

Furthermore we have to be aware that a respondent during the course of

an interview or later on, can change his descriptions and statements of a

particular subject. The interviewee will frequently not be able to repeat

statements from previous interviews because he during the interview or in

the intermittent period often will have obtained new knowledge or

increased consciousness of the particular subject which the interview or

the questionnaire has focused on (Andersen 1992). The same this applies

to the researcher during the course of the project.

The central focus has for us been the explorative and investigative

approach for the project. We see this as a search-and-learning process.

3.5 Validity of our Data

We feel that the validity of our data is in accordance with Schein’s view

that only a joint effort between members of an organisation and an outside

consultant can clarify de basic assumptions and the relation which exist

between these basic assumptions (Schein 1986, P. 169).

We also feel that we have achieved the level of co-operation and

motivation from all our respondents which is necessary to achieve an

understanding of their view of the root causes. We base this in the fact that

all our respondents in advance have become an accepted part of the Air

India Organisation.

Firstly have all the respondents in advance, willingly accepted to make

themselves available for our research project. This means that none of the

respondents have been forced to participate in our work. The motivation of

the respondents in their contribution to our work have therefore been high.

Secondly, all the respondents have been assured that we in no way have

had a hidden agenda towards the management in that any of their

statements or views will be used against them in their work.

We therefore do not feel that the respondents have limited their

statements fearing future retaliation from their employer. Consequently we

also feel that we have avoided the pitfall that Schein say exist in making a

cultural investigation where the necessary level of co-operation and

motivation will not be present (Schein 1985, p. 170-171).

In relation to this, we wish to inform that for personal protection of our

informants we have to the greatest possible extent chosen not to refer a

citation to a particular person. Instead we have in the cases where we felt

it necessary and relevant, chosen to group the statements in the following

four categories: Duty Managers and Assistant Duty Managers.

Moreover we have for personal protection of our respondents, and also for

restrictions of space in this report, omitted minutes of the interviews. If

necessary, these are available separately in writing.

3.6 Presentation of Theory

The theory is used as a tool to understand and analyse our collected

empiri. The theory has given us inspiration to the project, but has primarily

given us the basis to understand and process the collected data. We have

used the theory to identify the problems and topics which we have become

aware of during our initial field study. We have used the concepts and

definitions that the theory contributes to structure and analyse the

empirical material.

We have through the theory attempted to discover the root causes of

delays and attempt to support our findings using corporate culture based

on the empirical data.

We have primarily used the consulting tools theory from Tools for Project

Management, workshops and consulting by Nicolai Andler (Andler 2011)

because of the ability to understand the relations between the relevant

theory and our recommendations to arrive at a workable solution for Air

India.

Within organisation culture, Schein is one of the most accepted authors

and practitioners. In relation to understanding the culture if Air India, used

Schein and his methods to uncover the culture in an organisation.

We have used Schein’s three layer culture model as this is widely

accepted amongst other cultural researchers (Schein 1985, P. 17).It is

also a simple model to work on and a natural choice as we use Schein’s

theories. We have also used another main source to highlight cultural

aspects, Brown (Brown 1998). Brown’s book covers different theoreticians

view on the concept of culture, all within the modernistic or

symbolic-interpretative school. Brown also support Schein’s interpretation

of cultural theory, but has a wider field of theoreticians. Again it is positive

for the interpretation of our observations and interview data to use more

than one author’s view. In addition to this we have acquainted ourselves

with other cultural theoreticians such as J. Cartwright (Cartwright 1999),

although his theories will only be used sparingly.

The purpose of using the cultural theories is to obtain a picture of the

culture which is only mentioned in the periphery in operational and

strategical theories.

Culture is briefly mentioned, but often attributed a significant role in the

organisational way of accomplishing daily tasks. Consequently culture is a

very natural and significant choice to include when discussing root cause

analysis. The culture can have a significant role not only in the strategy

formation but also in the operational phase.

3.7 Criticism of references

Existing models for theories of Aircraft delays primarily takes basis in a

design perspective, such as runway design, PTB design or similar design

views; or they are mathematic models for minimising or reducing existing

delays by optimisation.

These models do not address the root cause of why delays occur in the

first place, such as why crew, for example, who originate at a base station

arrive late in the first place.

Existing delay theories mostly seem to optimise the delay when it has

occurred.

We believe that a main reason for this is that airlines frequently prefer to

address their internal caused delay problems within their own domain.

We have therefore primarily been able to make indirect use of the delay

theories in our root cause analysis.

We have only to a limited extent employed secondary data. We base this

preference with the fact that articles from magazines and newspapers as

well as internal corporate newsletters often only provides a fragmented

picture of the reality.

4 Company description.

Air India is the National carrier of India flying national and international

passengers for the past 70 years. Recently it was merged with domestic

carrier Indian Airlines, which was also government owned airline. Now Air

India, the merged entity is having more than 100 aircrafts of which Boeing

777 are mostly used to fly international sectors, which are of two types

B777-300ER, 12 in number, and B777-200LR, and 8 in number. The

maintenance base of Boeing 777 is Mumbai, whereas Delhi is being

developed as International Hub. Earlier many direct flights to international

destinations were from Mumbai. But now a lesser number of direct flights

are from Mumbai. In addition Air India has sold off quantity 5, B777-300ER

aircrafts to Etihad recently. Air India is having 18 departments and big

churning is going on at the moment to cut the flab, making the situation

very dynamic. Co ordination between the various departments for smooth

operation is also very challenging, resulting in different opinions about

flight scheduling, crew scheduling and maintenance of aircrafts.

4.1 Organisational structure

Air India organisational structure is the divisionalised form, as described in

Mintzbergs structure in Fives (Mintzberg 1983). Mintzberg mentions five

types of internal coalitions in organizations, viz. personalized,

bureaucratic, ideological, professional and politicized. Air India being still

controlled by Civil Aviation Ministry of India may be categorized as a

bureaucratic set up with certain amount of being politicized. Civil Aviation

Ministry of India appoints Chairman cum Managing Director and Board of

Directors from cabinet secretaries, eminent personalities and internally

promoted managers.

The organisational structure is as depicted below. Please note that this is

only illustrative character.

Figure 1: Air India Organisation Structure. (Source: Air India website www.airindia.in)

The different departments will have different Executive Directors / General

Managers and inter departmental official communication will be at this

level to have smooth implementation of programmes. Each department will

have different policy and decision making levels depending upon criticality

http://www.airindia.in/

of the decisions as depicted below. Level C-I, C-II, C-III and C-IV are

levels of low level management

Figure 2: Air India Departmental Organisation Structure. (Source: Air India website

www.airindia.in)

5 Theory

In the following chapter we will account for the theories and tools we have

used to analyse our case data.

In relation to our problem definition we find it relevant to quote some of the

existence of theories relation to use the delays.

In relation to our problem definition we find it relevant to use the following

three tools: Problem Tree, Issue Tree and Hypothesis Tree.

For our problem we also find it relevant to use cultural theory to describe

and understand the corporate culture.

We will use different cultural views from Brown and use Schein’s three-

layer model to clarify and uncover the culture. We thus use Schein to

uncover the organisational culture in our case and Brown to put the culture

in relation to its surroundings.

http://www.airindia.in/

5.1 Delay Theory

Generally, there are a number of potential specific reasons for any given

aircraft to experience delay. According to Wells (Wells et al. 2004) the

most common factors that might cause an aircraft to experience a delay

are weather, aircraft mechanical issues or simply operating at a time when

overall demand for operations exceed capacity.

Wells (Wells et al. 2004) cite the FAA estimates that the majority of flight

delays occur because of adverse weather. Other delays are according to

Wells attributable to equipment, runway closure and excessive volume or

demand.

In the passenger handling process on landside, Deshpande (Deshpande

2001) finds passenger ground delays at airport terminals can occur due to

inefficient function of airport access and aircraft scheduling.

In relation to delays influenced by immigration, Deshpande (Deshpande

2001) is recommending that the border control activities should be

coordinated with aircraft schedule, especially at the peak hours.

In general, Wells (Wells 2004) notes that a certain amount of delay will

always be present and this will be the acceptable delay.

According to Wells (Wells 2004)is first the concept that some delays are

unavoidable because of factors beyond human control, such as changing

meteorological conditions; second, some delays though avoidable, might

be too expensive to eliminate. Third, even with the most vigorous efforts,

because aircraft operations are demanded on a somewhat random

timeframe, there always exist the probability that some aircraft will

encounter a delay greater than the acceptable amount. Wells (Wells 2004)

gives as an example an air carrier scheduled to land at 12:00 noon that

might actually wish to depart at some random period between 11:58 and

12:03, depending on winds or other factors that determine an aircraft´s

travel time to its destination. Dunbar (Dunbar 2010) also shows that delays

are inherent in airline operations due to stochastic delay causes, e.g.

passenger connections and late baggage loading.

Because of the above inherent delays, we believe that a “zero-delay”

concept will also not be a realistic target for our project.

According to De Neufville (De Neufville and Odoni 2003) planners of

passenger terminal buildings (PTB) can estimate aircraft delays due to

terminal configurations in the same way as they can estimate walking

delays, provided the area around the passenger building is not very busy

and aircraft do not have to wait for each other. Where congestion is likely

to already exist, PTB designers shall use detailed simulations of airfield

traffic.

The general results from the analysis of aircraft delays concerns midfield

concourse. Equivalent linear midfield concourses incur less delay for

aircraft than plus-shaped concourses because the linear concourses

allows for direct access to the gate from the taxiway, whereas alternative

arrangements may require several turns around the x-shape or plus-

shape. The linear concourse reduces the average taxi time distance

around passenger buildings by 25% and halves the number of turns (De

Neufville and Odoni 2003)

5.2 Theory on Consulting Tools

In the following we will give brief description of the Consulting tools that we

have chosen to use based on book by Tools for project Management

Workshops and Consulting Project by Nicolai Andler (Andler 2011).

5.2.1 Problem Tree

In order to analyse and find workable solutions to a problem, one has to

formulate, define and properly understand the problem. The problem may

either be complex or vague. It is hence necessary to that the specific

problem addressed is completely and clearly understood. According to

Andler (Andler 2011) problem tree is particularly useful when you are

confronted with a new problem and unknown situation. It aids in dividing

the problem into its component parts and understand the difference

between the root causes and the effect. In our case as we have an

unknown situation we choose to use the problem tree to understand the

problem and arrive at the root causes and define the effects it will have on

the company. The Problem tree is a hierarchical tree structure. In this the

trunk represents the problem, the roots represent the root cause and the

reason for the problem and the branches the effect and consequences of

the problem (Andler 2011). The problem tree asks the question ‘What’.

5.2.2 Hypothesis Tree

The Hypothesis tree tool is best suited if one has prior knowledge and

experience with the problem area and topic. The Hypothesis tree saves

time by helping to focus on the relevant aspects and most likely root

causes and/or solutions. The Hypothesis tree helps plan project approach.

The tool identifies the relevant areas and assumptions, on which you then

focus, and helps you to address and prove what is right or wrong instead

of undertaking a full-blown diagnosis (Andler 2011). We have chosen to

use this tree in our project as we have identified the root causes in the

problem tree. Each ‘why’ statement connects each level of the hypothesis

tree with its precursor statement and reflects our rationale and line of

argument.

5.2.3 Issue Tree

The Issue tree tool helps you to identify and structure potential ideas and

options on how to approach a problem. The tool deals with the ‘how’ –

how could we approach and solve the problem and what are possible

options? It creates a logic and hierarchical structure to explore and display

potential options and problem solving ideas. By answering the implicit

questions of the Issue tree, you can find out if your assumptions are

correct. This means that an issue tree is ideally used in conjunction with a

Hypothesis tool and the Hypothesis tree. An issue tree can help you

identify the relevant questions that you need to answer; hence, the tool

helps refine and focus your approach on the relevant information gathering

activities (Andler 2011). We have therefore chosen to use the Issue tree to

find if our assumptions are correct and help find solutions.

We have attempted to develop solutions that are Mutually Exclusive and

Collectively Exhaustive, however some issues may have more than one

option that can be used to reduce an identified problem.

5.3 Cultural Theory

In the following we will give a brief description of corporate culture and

specifically in relation to what culture is based on Schein’s three-layer

culture model.

5.3.1 What is Culture

When most of us hear the word Culture, we typically relate to national

culture such as, The Dutch, The Germans, The Indians; or we relate to

sociological culture, such as The Americans, The Europeans, The

Africans.

According to Virkus (Virkus 2009a), Kroeber and Kluckhohn complied in

1952 a list of 164 definitions of “Culture”.

Particularly slightly more traditional textbooks on organisational behaviour

have a very vague definition of culture, defining culture as institutionalised

traditions (Mishra 2001).

From Brown (Brown 1998) we know that the developments of corporate

culture within organisational theory significantly was influenced by

Hofstede’s book Cultures Consequences.

According to Hatch (Hatch 1997) Hofstede analysed and compared in the

late 1970’s different international affiliates of IBM and found evidence of

national culture differences within IBM’s organisational culture.

The four dimensions that Hofstede argues national cultures differ along

are:

Power Distance

Uncertainty Avoidance

Individualism (vs. collectivism); and

Masculinity (vs. femininity)

According to Bertsch (Bertsch 2012), Virkus (Virkus 2009a) and Brown

(Brown 1998) Hofstede later, in 1991, added a fifth element to his theory,

Confucian Dynamism (Long term vs. short term orientation).

Hofstede’s dimensions of national culture is a tool to identify national

cultural differences.

The GLOBE project has later suggested nine unique cultural dimensions

(House et Al. 2004).

According to Brown (Brown 1998), it was Edgar Schein’s book,

Organisational Culture and Leadership (Schein 1992) that has become

one of the key foundations of corporate culture.

Certainly a lot of textbooks on strategy and Leadership (Johnson and

Scholes 1997), (Hatch 1997), (Brown 1998) all quote Schein’s model for

culture (E.H. Schein 1992).

Although Tropenars and Hampden-Turner (Tropenars and Hampden-

Turner 1999) do not actually quote Schein, they also have a three-layered

model of culture identical to Schein (Schein 1992).

Schein (Schein 1992) identifies cultures at three different levels:

Artifatcs

Espoused Values

Basic underlying assumptions

Each of these will be briefly explained below.

Artifacts

These take the form of stories,

myths, jokes, metaphors,

rites, rituals and ceremonies,

heroes and symbols

Espoused Values

Beliefs, Values and attributes

Basic Underlying

Assumptions

These concern the

environment, reality, human

nature, human activity and

human relationships

Deepest Level of

Culture

Taken for granted

invisible

The most superficial

manifestation of culture

Visible but often undecipherable

Greater level of

awareness

Figure 3 Levels of Culture Source: Adapted from Schein (1992) P. 17, Hatch (1997) P. 211, Brown 1998) P. 12

5.3.2 Artifacts

According to Schein (1992) artifacts are at the surface of culture.

Hatch (Hatch 2007) explain artifacts as visible, tangible and audible parts

of culture. Categories of artifacts include physical objects created by

members, verbal manifestations seen in written, spoken language, rituals,

ceremonies and other behavioural manifestations. Members of a culture

may or may not be aware of their culture’s artifacts, but the artifacts

themselves can directly be observed by anyone. According to Schein

(Schein 1992) this level of culture is the easiest to observe but also difficult

to decipher. An observer can describe what he sees and feels but will not

be able to reconstruct what the artifacts mean to a given group or if they

even reflect important underlying assumptions (Schein 1992).

5.3.3 Espoused Values

Values are the social principles, goals and standards held within a culture.

(Hatch 1999)

They define what members of an organisation care about, such as

freedom, democracy, tradition, wealth or loyalty. Values constitute the

basis for making judgements about what is right or wrong (Hatch 1999).

According to Brown (Brown 1997) values are intimately connected with

moral and ethical code, and determine what people think ought to be

done.

Members of an organisation are able to recognise their values fairly easily

and become especially aware of them when someone tries to change their

culture in some fundamental way (Hatch 1999).

5.3.4 Basic Underlying Assumptions

According to Schein (Schein 1992), when a solution to a problem works

repeatedly, it comes to be taken for granted. Basic assumptions are held

unconsciously and are very difficult to surface (Brown 1998).

Basic assumptions tend to be those we neither confront nor debate. Basic

assumptions represent what members believe to be reality and thereby

influence what they perceive and how they think and feel (Hatch 2007).

Basic assumptions are therefore extremely difficult to change (Schein

1992).

Basic assumptions are implicit, deeply rooted assumptions that people

share. The basic assumptions guide perceptions, feelings and emotions

about things (Brown 1998).

6 Operational Data Analysis

The Operational data analysis is performed in several steps.

First we detail the work behind the consolidation of the raw operational

data into workable data.

We then present our analysis of the workable data and our analysis of the

workable data which is also illustrated by the different trees, Problem Tree,

Hypothesis Tree and Issue Trees for each of the delay causes considered.

6.1 Consolidation of Raw Operational Data

We start our analysis of the first hand raw data available to us from Air

India. The raw data received from Air India is detailed operational

information of all delays out of Mumbai Airport.

The data received from Air India is an Excel sheet of delay reports

mentioning the various data in 57 columns mentioning various items such

as Flight ID, Flight No. Flight date, Aircraft Tail No., Aircraft type, month,

Departure from, Departure to, STD, delayed time, delay reason, arrival

delay, arrival delay time. This data is available and utilised for recording

purpose by the airline.

Successive consolidating the raw data and ordering the data, we obtain

the data presented in Appendix C. Consolidated overview of delay causes.

The delay reasons are specified in the internal Air India book "On time

Performance Delay Code Handbook", also known as IOCC Delay

Handbook.

IATA (International Air Transport Association) provides generic list for

delays but Air India has expanded the list to third numeric alpha codes for

evaluation of delay causes.

Delay codes are reported to central data base via the aircraft movement

messaging process. A movement (MVT) message is originated for every

aircraft movement and when an aircraft is delayed, applicable codes and

times are appended to the relevant section of the MVT message.

Where a delay code reason or description accurately reflects the

underlying cause of the delay, no further explanation is required. For

example, the delay code description for "15D" is "Boarding - Pax Late to

Gate". If this delay reason or description reflects the delay situation, no

further explanation is required.

A Reactionary / Consequential delay for a given flight is defined as when

there is a departure and arrival delay on the aircraft’s previous sector only.

The departure delay of the previous sector (if any) - this is the

consequential component.

Therefore, as per Air India Excel chart all the data was analysed and

individual delays from Mumbai Airport of 777 aircraft were scrutinized and

all the causes of delays as per IOCC Delay Handbook were summarized

and data was sorted to arrive at these list of occurrences or reasons which

mentioned that maximum number of delays.

The delay data was consolidated and broadly classified into the following 7

sub categories:

Airport

Passengers

Operational

ATC

Technical

Ramp

Weather

On an overall scale, the following number of delays are ranked as the top

delays:

443 Times: Reactionary Delay

327 Times Pushback delayed by aircraft taxiing behind

256 Times: Awaiting load from another AI flight

147 Times: Immigration authorities

93 Times: Cabin crew late

92 Times: Passengers late to gate

91 Times: Awaiting take off slots.

We note that the maximum delay occurrences are reactionary delays and

pushback delay by another aircraft taxing behind.

Our consolidation and analysis of the raw data, and exclusion delay

causes in our circle of concern, but not in our circle of influence has given

us the following top-five delay reasons, ranked in order of frequencies:

256 times: Awaiting load from another AI flight

147 times: Immigration authorities

93 times: Cabin crew late

92 times: Passengers late to gate

91 times: Awaiting take off slots

With the basis of these five reasons, we subsequently proceed with our

analysis of empirical data collected using the consulting tools Problem

Tree, Hypothesis Tree and Issue Tree.

6.2 Problem Tree

According to Andler (Andler 2011), problem tree aids to identify the root

cause and effects of the problem. In our project we have used the problem

tree and identified the possible categories for the root causes; airport

delays, ATC delays, operations, passengers, ground handling, technical

and weather. On questioning these categories with ‘what’ we have arrived

at the root causes which are immigration/security, Congestions, Awaiting

load from another AI flight, No shows, loading problems. Weather is out of

our project scope

6.3 Hypothesis Tree

The Hypothesis tree answers the question ‘Why’ (Andler 2011). In our

project we have used this tree to come to the following conclusion with

regards to why the problem occurs. While awaiting load from another AI

flight there needs to be proper coordination between the departing and the

arriving station.

The delays at immigration, customs and security are due to very stringent

documentation checks that have to be carried out by these Government

agencies.

Cabin crew reporting late would be due to problem with the transport that

is responsible to pick them.

Passengers reporting late to the gate have to be denied boarding and

charged a penalty. Revising the check-in deadline may also be helpful

according to the interview conducted with AI airport staff.

Awaiting ATC slots can be reduced by avoiding delays and ensuring an on

time performance.

6.4 Issue Tree “Awaiting load from another AI flight”

The issue tree helps to identify and structure potential ideas and option on

how to approach and solve the problem. There are four alternatives in this

cause of the core problem. The flight can depart without passenger,

baggage or the airline can think of revising the minimum connecting time.

AI can transfer passengers, cargo, and baggage on the next available AI

flight to save cost. Passengers can also be transferred on other airlines,

especially the premium customers to avoid a bad reputation.

6.5 Issue Tree “Reduce delays at Immigration.”

We do agree that delays at Immigration cannot be completely eliminated

as it is here that the Government authorities check all documents for

passengers not limiting it to AI. In order to reduce the delays for AI

passengers we recommend that a complete document check be done at

the check in counters and only in case the documents are in order should

the boarding cards be issued. Legally, according to the contract of

carriage an airline does have the right to refuse a passenger in the

absence of proper documents. This check at check in counter may also be

instrumental in reducing delays caused at immigration.

6.6 Issue Tree “Cabin crew reporting late.”

For this particular cause we recommend revising the pick time given to the

transport company. Traffic in a metro city such as Mumbai is completely

unpredictable and hence the time given to the transport company should

be revised considering the peak hour rush, emergency such as a flat tyre

some technical problem with the car. Proper coordination with the car

driver and his head office is necessary to reduce delays caused by crew

arriving late. Crew management system that is used by AI should be

followed where there is a proper rostering of the crew and stand by crew

details are on record.

Since we are specifically considering long haul 777, the crew reporting for

work on particular these flights will predominantly originate from the base

station itself, as opposed to arriving from another flight. If the crew were

not originating from the base station itself they would frequently exceed

their regulated working hours, and as such not be able to fly.

6.7 Issue Tree “Passengers reporting late at boarding gate”

We have repeated the first two reasons as these reasons are also the

reason for passengers reporting late at the boarding gate. These reasons

are delays at Immigration counter and delay caused due to awaiting load

from another AI flight.

Revising the closing time of the gates, pick up time at the airport. It is also

recommended to have a real time tracking of passengers for the

employees to track passengers, especially if they are asleep.

Some respondent’s proposer that passengers should report to the airport

even earlier than they do at present. We believe that requiring Air India

passengers to report even earlier than presently required three hours prior

to departure will not be a viable long term solution. Competing

international carriers are not having the same delay problems as Air India,

and will only make Air India loose out to competition yet once again.

6.8 Issue Tree “Waiting for ATC Slot”

Delays caused due to waiting for ATC slot is a reason to ponder on a bit

longer. Has AI missed the slot due to some other delay reason or was

there traffic congestion on the runway or many aircrafts waiting for takeoff /

landing?

In order to reduce the delay caused by ATC, it is necessary that AI does

not miss its allocated slots. Revising the fuelling time, time for turn-around,

submission of flight plan and obtaining flight clearance are all factors that

will improve the on-time performance. Technical staff also needs to be on

standby at all times to attend to any minor technical issues that may arise.

AI can also consider having an aircraft ready in case there is a need for

change in aircraft due to major technical issues.

6.9 Weather Influence on Delays

While it is known that Mumbai airport, with its load of 30.74 mio

passengers (Routes ABM Aviation 2013) is presently exceeding its original

operational design capacity for the international terminal of 7.5 million

passengers (3 x 2.5 million passengers), designed a 2.5 million

passengers for each of the fingers, 2A, 2B and 2C (Transport by Air 1987),

we would expect that some delays would be attributable to congestion,

such as aircraft block for each other. This is also what we seem to find.

On the other hand, it is surprising to find that delays of 777 on international

routes ex Mumbai is not attributable to adverse weather or to aircraft

mechanical issued to any major scale, as this is the major reason given to

delays by FAA.

6.10 Aircraft Taxing behind

As the existing international passenger terminal building at Mumbai is

predominantly finger-pier system, and not a midfield system, we may

expect some inherent amount of delay attributable due to the taxing of

other aircraft and push-back which will be hard to avoid

7 Cultural Analysis in Air India

The cultural analysis of Air India is based on answers to the 29 Questions

intended to uncover the three levels of corporate culture found in Appendix

E, Interview Guide Corporate Culture.

The questions were carefully crafted to correspond with the theories of

corporate culture and to uncover the three levels of corporate culture.

Regrettably, the questions actually presented to the respondents during

the interview were changed by one of the members of the group, without

the main author’s knowledge. The questions actually presented during the

cultural interview along with the accompanying answers can be found in

Appendix F.

This significant misalignment unfortunately means that contents of the

replies received from the respondents, are not suitable for culture analysis,

as they do not match the 29 questions prepared by us prior to the

interviews.

The actual analysis of corporate culture in Air India has consequently been

terminated, as the empirical data collected at the interviews does not to

any relevant extent support any analysis of the corporate culture.

It should however be noted, that should Air India as part of their continued

work on their project wish to undertake a cultural analysis, the questions

intended to uncover corporate culture through a focus-group interview are

already available in this report.

8 Conclusion and action plan

The entire process of departure which begins from passengers arriving at

the check-in counters to the aircraft taking off has number of processes

which although are separate are also inter-dependent in order to ensure

an on time performance of a flight.

Delays incurred in the initial phases of the passenger handling process,

will, unless they are deliberately absorbed in the intermittent steps of the

passenger handling process, invariably contribute to a delay rippling effect

or a delay domino effect in the subsequent stages of the passenger

handling process.

Revision of the passenger handling processes in Air India can happen in

two different ways. Firstly the existing steps in the present passenger

handling process can be eliminated or substituted by other steps in the

processes. Alternatively the existing process steps can be maintained, but

optimised or adjusted to better reflect the actual circumstances of the

process.

In our project we have concentrated our efforts on the five issue trees.

Applying Pareto’s law to the issue trees, it would make sense to address

these root causes, which have the greatest number of commonality across

all or the majority of the issue trees considered. This means, that by

addressing one root causes we will influence the processes in several

issue trees.

The fact that some of the issue trees are effective dependent on the

outcome of the issue trees prior in the process means that it would

generally make sense to address root causes as early in the passenger

handling process as possible.

In our case, we note that “Delay at Immigration” directly or indirectly

influences all our other issue trees. From a process improvement point of

view, it would make sense to prioritise the root causes in this issue tree.

Similarly we have identified each of the significant root causes in each of

the considered issue trees and we have ranked them in prioritised order to

derive at the final actions to be performed by Air India.

We consequently propose the following ranking of the top-ten actions:

1. Air India to confirm passengers possess the proper documentation

prior to issuance of boarding pass at check-in.

2. Revision of closing time of check-in counters.

3. Real time Tracking of Passengers at Airside area through mobile

technology.

4. Sharing information once passengers clears immigration.

5. Crew coordinator to set transport reporting time at least 10 minutes

before the pick-up time.

6. Revise start of boarding announcement.

7. Revise closing time of boarding gates.

8. Crew co-ordinator to ensure there are stand-by crew available at all

times.

9. Revise minimum connecting time (MCT) for load coming on Boeing

777.

10. Availability of technical staff in case of minor technical delays.

We believe that addressing these actions in a prioritised manner will

ensure that the delay departures of Boeing 777 ex Mumbai is reduced by

50% in six months.

9 Perspectivation

Rolling out the implementation in a phased manner, using Boeing 777 on

International routes ex Mumbai Airport as a pilot project and starting point

for corporate-wide implementation, we only believe will create a win-win

situation for Air India.

Air India’s reputation is already not good. Improving the perceived service

of some of the most prestigious routes in the network will only help Air

India create a short-term win situation.

In the unlikely event that the desired effect does not show as anticipated,

we believe it will not have significantly adverse affected the already

existing poor reputation of Air India use of Boeing 777 on International

routes ex Mumbai Airport.

Making a phased implementation, not only means that the effects can be

thoroughly evaluated in a fairly isolated scenario but also accomplished

with relatively few financial means, which is certainly also important in the

present financial situation which Air India finds themselves in.

Having as we expect a significant effect of the on-time performance of Air

India, a subsequent step for Air India will be to evaluate the further phases

of future implementation of the project on a wider scale, eventually

improving their entire network performance.

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11 Appendix A: Problem Tree

International Departure Delay ex BOM operated by B-777

Airport DelaysAir Traffic

Control (ATC)Operations Passengers

Ground

HandlingTechnical Weather

Immigration

Security

Airport

Congestion

Taxiway

Congestion

Catering

Late Crew

Arrival

Baggage

Issues

Fueling

Sick / Unwell

passenger

Gate No-

shows

Check-In

Problems

Overbooking

Late Cargo /

Baggage

Loading

Aircraft

Defects

Expert

Technical

Staff

Environmental Effects

Negative Publicity

Reputation

Additional Parking

Charges

Denied Boarding

Compensation Payment

Financial Effect ( Negative)

Awaiting load

from another AI

flight

PROBLEM TREE

11.1 Hypothesis Tree

In order to reduce

departure delay

operated by Air India

ex Mumbai by Boeing

777(B777) there needs

to be revision in the

passenger handling

process

Delay at immigration,

customs and security are due

to the fact that there is a very

strict document check prior to

issuance of boarding pass

Delays caused by awaiting

ATC slots are caused due

to late push back time

Awaiting load from another AI

flight is due to no coordination

between the arriving and

departing teams

Document checks should be

carried out at the check-in

counters prior issuing

boarding cards

Passengers/ baggage/ cargo can

be transferred onto the next AI

operated flight

Reducing avoidable

delays can contribute to

an On Time

Performance

Cabin crew are reporting

late due to transport not

reaching on time

Penalties should be

levied on passengers

who have reported late

to boarding gate

Stand by crew need to be

mandatorily positioned at

the departure station

Passengers should be

made aware of such

charges at the time of

creating their reservation

Hypothesis Tree

11.2 Issue Tree for Awaiting load from another flight

How can

we

reduce

delays

caused

due to

awaiting

load from

another

Air India

Flight?

Issue Tree

Cause 1

Reason : Operation Depart without

Passenger

Load

Depart without

Baggage Load

Depart without

Cargo Load

Transfer

passengers on

to the next

available AI

flight

Transfer

passengers on

other airlines

(OAL)

Transfer

baggage on to

the next

available AI

flight

Transfer

baggage on

other airlines

(OAL)

Transfer Cargo

on the next

available AI flight

Revise minimum

connecting

time(MCT) for load

coming on B777

11.3 Issue Tree for Delay at Immigration

How can

we reduce

delays

caused

at

Immigration

Issue Tree

Cause 2

Reason : Airport Delay

Passengers

arrive late at

Immigration

counters

Passengers

arrive at the

Immigration

counters on time

Revise closing

time of check in

counters

Sharing

information once

passengers clear

immigration

AI to confirm

passengers do

possess the proper

documentation at

check in

AI to confirm

passengers do

possess the proper

documentation at

check in

11.4 Issue Tree for Cabin Crew reporting late

How can

we avoid

Cabin

Crew

Reporting

Late

Issue Tree

Cause 3

Reason : Operation Rostered crew

reporting on duty

Transport sent for

the crew was

delayed

Crew coordinator to set

transport reporting time at

least 10 minutes before the

pick up time

Crew coordinator to ensure

there are stand by crew

available at all times

Rostered crew not

reporting on duty

Transport sent for

the crew was on

time

Longer time

for briefing.

11.5 Issue Tree for Passenger reporting late

How do we

reduce

delays

caused by

passengers

reporting

late to the

boarding

gate

Issue Tree

Cause 4

Reason : Passengers

Issue Tree on how

can we reduce

delays caused at

Immigration

Introduce a gate

no show penalty

Real time tracking

of passengers at

air side area

through mobile

technology

Issue Tree on how can

we reduce delays

caused due to awaiting

load from another Air

India Flight?

Revise the pick

up time from the

lounge

Revise start of

boarding

announcemnets

Revise closing time of

boarding gate

11.6 Issue Tree for Awaiting Take off Slot

How do we

reduce

delays

caused by

awaiting Take

Off slots

Issue Tree

Cause 5

Reason : Air Traffic Control

(ATC)

Ready for

push back on

time

Not ready for

push back on

time

Revise time

for fuelling

Revise time

for turn

around

Issue tree for

passenger

late at gate

Issue tree for

crew reporting

late

Availability of

replacement aircraft

in case of a major

technical delay

Revise timing for taking

the Immigration

clearance

(Flight clearance)

Revise timing for

submission of

flight plan

Availability of

technical staff in

case of minor

technical delays

12 Appendix B: Permission for use of statistical data

13 Appendix C: Consolidated overview of delay causes

Time occurance Reason / Explanation Category Responsible person

147 Immigration Authorities Airport

70 Security - Mandatory Government Requirement Airport

37

Aircraft From Previous Sector Delayed Due Security, Airport authorities

and Airport Restrictions Airport

34 Other security issues Airport

27 New Security Procedure Airport

18 Government Authorities - Other Airport

17

Airport Facilities - Other

Evacuation of terminal due to bomb scares, or fire

alarms, lighting problems and anything that affects

the entire airport operation Airport

16 Visa/ Deportee problem Airport

10 Aviation Security Airport

8 New Security Procedure Airport

8 Inaccurate Documentation Airport

4 Customs -Manpower shortage Airport

327 327 - Pushback delayed by aircraft taxiing behind ATC

91 91 - Awaiting Take Off Slots ATC

27 27 - Aircraft is delayed Whilst in the Air,due to ATC ATC

13 13 - Air Traffic Servives - Other ATC

12

12 - Aircraft From Previous Sector Delayed due operations control, ATC

and Ground movement ATC

256 256 - Awaiting load from another Air India flight Operational

93 93 - Cabin Crew late Operational

92 92 -Boarding -Pax late to gate Operational

41 41 - Combining flights to accommodate disrupted pax. Operational

37 37 - Flight Crew late Operational

26 26 - Late Check - In, acceptance after deadline Operational

25 25 - Late / Slow Check-In accepting revenue pax Operational

20 20 - Boarding - Discrepancies or errors Operational

19 19 -Aircraft from previous sector delayed due passenger handling Operational

18 18 - Slow boarding for other reasons. Operational

16 16 - Check In error - Passenger & Baggage Operational

14 14 - Oversales or booking errors in own system Operational

11 11 - Operational requirements - Others Operational

11 11 - Check-In error - Other Operational

11 11 - Baggage Processing - Reconcilation or sorting error Operational

10 10 - Operational Requirements - Fuel load change due to revised forecast Operational

6 6 - Other staff / equip shortage due late running Operational

6 6 - Flight crew special request - Pax related Operational

6 6 - Catering delay Operational

4 4 - Slow / Incorrect crew departure procedures Operational

4 4 - Load connction - Awaiting load from another flight Operational

4 4 - Boarding - Slow pax seating due to seat misallocation Operational

3 3 - Late commencement of boarding Operational

3 3 - Cabin Crew Shortage Operational

53 53 - Passenger Offloaded- failed to board Passenger

39 39 - Pax convenience, illness or death Passenger

34 34 - Passenger Convenience (refer sheet2) Passenger

27 27 - Slow Boarding due to handicapped pax Passenger

6 6 - Slow handicapped pax disembarkation Passenger

18

18 - Delay caused by other reasons during aircraft

loading / unloading Ramp

12 12 - Aircraft loading and unloading - Late Baggage Ramp

9 9 - Late Cargo to Aircraft Ramp

4

4 - Problems with handling baggage, excluding sorting and processing of

bags, and congestion in baggage area. Ramp

443 443 -Reactionary Reactionary

45 45 - Departure control mainframe / Software and /or Hardware Problem Technical

44 44 -Aircraft Defects Technical

42 42 - Airport Facilities - Equipment breakdown Technical

16 16 - Aircraft Servicing equipment shortage or breakdown. Technical

14 14 - Aircraft change for technical reasons Technical

11 11 -Aircraft Cleaning problem Technical

11 11 - Aircraft Defects - Engines or APU Technical

11 11 - Aircraft fuelling and defuelling - Supplier Technical

10 10 - Aircraft defects - Cabin / Toilets Technical

8

8 - Other non departure control / Software, Hardware or Application

Problem Technical

8

8 - Aircraft damage during flight operations other than birdstrike and

weather Technical

6 6 - Non-scheduled maintenance or extra unplanned work Technical

Engineering / MRO

Manager at ATC / Data from ATC

website

Airport Duty manager

Airport Duty manager / Ramp

supervisor / Crew department

Airport Duty manager

Ramp Supervisor

14 Appendix D: Work Contribution

Work contribution for the project as given below.

14.1 Mukul

Consolidation of Raw Data. Changing of final Corporate Culture interview

questions. Changing of final delay reasons interview questions. Conduct of

Interview 3 and Conduct of Questionnaires.

Writing of: Chapter 4, Company Description, Chapter 4.1: Organisation

Structure. Chapter 6.1 Consolidation of Raw Data.

14.2 Philip:

Conduct of Interviews 1 and 2. Changing of final Corporate Culture

interview questions. Changing of final delay reasons interview questions.

14.3 Seema

Preparation of Questionnaires for Delay. Additional consolidation of Raw

Data. Additional consolidation of Interviews 1, 2 and 3. Analysis of

Problem Tree. Preparation of Problem Tree. Analysis of Hypothesis Tree.

Preparation of Problem Tree. Analysis of Issue Tree 1,2,3,4 and 5.

Preparation of Issue Tree 1,2,3,4 and 5.

Writing of Chapter 1: Introduction; Chapter 2 Problem Statement; Chapter

2.1 Scope; Chapter 5.2 Theory on Consulting Tools; Chapter 5.2.1

Problem Tree; Chapter 5.2.2 Hypothesis Tree; Chapter 5.2.3 Issue Tree;

Chapter 6.2 Problem Tree; Chapter 6.3 Hypothesis Tree; Chapter 6.4

Issue Tree Awaiting load from another flight; Chapter 6.5 Issue Tree

Reduce Delays at Immigration; Chapter 6.6 Issue Tree Cabin Crew

Reporting Late; Chapter 6.7 Issue Tree Passengers Reporting late at gate;

Chapter 8 Conclusion and Action Plan

14.4 Jose

Overall Editing of the report. Writing of Original Interview Guide for Delay

Interview. Writing of Original Interview Guide for Cultural Interview.

Analysis of Issue Tree 1,2,3,4 and 5.

Writing of Chapters 2.2 Structure of the Report; Chapter 3.0 Methodology;

Chapter 3.1 Method behind the empirical Data, Chapter 3.2 Research

Design and Progress; Chapter 3.3 Representativity of Data; Chapter 3.4

Reliability of Data; Chapter 3.5: Validity of Data; Chapter 3.6 Presentation

of Theory; Chapter 3.7 Criticism of References; Chapter 5.0 Theory;

Chapter 5.1 Delay Theory; Chapter 5.3 Cultural Theory; Chapter 5.3.1

What is Culture; Chapter 5.3.2 Artifacts; Chapter 5.3.3: Espoused Values;

Chapter 5.3.4 Basic Underlying Assumptions; Chapter 6.0 Operational

Data Analysis; Chapter 6.6 Issue Tree Cabin Crew Reporting Late;

Chapter 6.7 Issue Tree Passengers Reporting late at gate; Chapter 6.9

Weather Influence on Delays; Chapter 6.10 Aircraft Taxing behind;

Chapter 7 Cultural Analysis of Air India; Chapter 8 Conclusion and Action

plan; Chapter 9 Perspectivation

15 Appendix E: Interview Guide prepared for Corporate

Culture

Interview guide – Culture

The person to be interviewed has to be made aware of the following,

before the questions are put to him.

Explain the purpose of this project, as being part of an MBA programme.

The following series of questions are intended to interpret the culture

which is found in this section of Air India.

For several of the questions it may be important to get an explanation of

the differences in the replies from department to department. This can be

due to local working conditions, but it could also have its roots in the

culture.

Please give as many examples and stories as possible in order for us to

be able to interpret the culture.

1. Please give examples of special forms of Air India Language

/jargon in the organisation?

2. What do you perceive as an example of language and behaviour

that identifies you as a member of the organisation?

3. How does your work behaviour influence your life outside the

organisation?

4. Have you discovered a behaviour, some way you act, which comes

from your work-situation in the organisation?

5. How does the individual employee perceive the difference between

being “newcomer” in the organisation and being “an accepted

member of the organisation”?`

6. Are there differences of how these two groups work – give

examples?

7. What is your perception of clear signs of hierarchal rank?

(clothing?)

8. Which are other symbols of power in the organisation, that are not

obvious to newcomers or people from outside the organisation?

(parking space, contacts, influence, etc)

9. Do you perceive that there are certain departments within air india

which are an career advantage to have worked in, or a career

disadvantage to have worked in?

10. Please give a typical story from your start in the organisation?

11. Have you personally recommended anyone to the organisation?

12. What was important for your to prepare the person for the

organisation?

13. Which qualities in the person made you recommend the person to

work in your organisation?

14. How does the organisation feel about circumventing the formal and

official channels?

(Is is accepted, or even encouraged?)

15. What is the Management’s view to cooperation outside the formal

and official channels?

16. Which ways are used to address your immediate surperior?

(Are there things which should not be said?)

17. Which examples do you have of different ways to address your

most immediate surperior as opposed to managers on other levels

in the organisation?

18. What is the Management’s reaction to different ideas and

approaches?

19. How are employees rewarded in the organisation?

20. How do you as an employee know that you are doing the right

thing?

21. Which behaviour is appropriate?

(please give examples of what is viewed as appropriate)

22. In what ways s it customary to reward employees and to thrash

employees in the organisation?

23. What is the reason that rewards are kept secret or published?

24. How is the focus on time?

(Is it an important factor – punctuality in meetings, payment of

salaries on time, etc)

25. What is the view on working hours, is it customary that you stay

longer in the office / work overtime or do the majority of employees

leave the office when their formal working hours have passed?

26. How does this reflect in the different departments or on different

levels in the organisation?

(Is there any explanation to this, or is it just the way it is)

27. Which factors symbolises the influence / significance of an

employee?

(Position/Power/Rights, Location of office in the building, size of

company car. Office with Window,etc)

28. Which physical elements in the working environment symbolises

the status of an employee?

(Is it culturally or strategically determined that there is a difference

between the statussymbols of the individual employee)

29. Which special effects symbolises power in the organisation?

Make sure that you thank the interviewee for his precious time

16 Appendix F: Actual Interview Guide used Cultural

Interviews and answers

Interview on Culture

Q1) Where do you see Air India brand among Major airline brands as

of today and in the next 10 years?

Ans: Employee 2

We are the obvious first choice for many people in India and some other

countries as well. That may not be for the same reasons, so as with some

major private and National carriers of today. Air India was always a brand,

a nation’s pride, and it will be so.

Q2) Well, looks little unrealistic…..

Ans: Employee 2

Absolutely no ways, Air India was always a brand, may be the mother

airline of many major players today, for e.g. Singapore Airlines. People fly

Air India for many reasons that may be remote and better connectivity,

Unlimited drinks on board, so like many which other private airlines usually

don’t do

Q3) Why Air India OTP is behind compared to other players?

Ans: Employee 2

I won’t agree, Air India OTP is behind, we may not be better than them,

but we are at par with them; at least with many key players.

Q4) But since you been in this organization for so long and with this

department , How do u see Air India flights delays ?

Ans: Employee2

Well, major delays and respective reasons are more or less same with all

airlines, Apart from that being the flag carrier. Control from government

side, over government official’s travel is a reason for some of the delays

.Many occasion’s flights are held for late arrival of the guests of

government. Even some cases in short notice aircrafts are to be

exempted from net work planning , that have had even ended up sector

cancellations also

Q5) What do you see as a solution to this?

Ans: Employee2

Well , that’s a something to be worked out , keeping or maintaining

aircrafts exclusively for Prime minister convoy travel is an option , in case

of other diplomats they have to be on time.

Q6) What about technical delays, and cancellations, lots of issues

with 777?

Ans: Employee2

That’s applicable to all players, not only with Air India. May be an industrial

issue, apart from that we got very strong technical back up. But sometimes

in case of technical AOGs, arranging the spares from different sources

nowadays becoming a delay, But that’s also not one exclusive problem for

Air India .Apart from that , Air India engineers maintain , world class

standard .

Q7) Like many major carriers, there is speculations that Air India not

good in connecting passengers, I mean without delaying the

subsequent sectors?

Ans: Employee2

This is very much unavoidable delay, while going for the max utilization of

the airplanes, transit stations are kept with Min ground time possible. The

connecting flights may get delayed due many reasons, for example ATC,

which itself is very much unavoidable as far as Mumbai airport is

concerned .If this delay is more than 20 mins. Very much whip effect is

created, subsequently fuelling will get delayed, as the same may be

allotted in another flight for the same timing .Basically the airline will

become scrape goat for reason of its

Q8) What’s the solution to this?

Ans: Employee2

As I mentioned, this is very unavoidable for us. If government goes for

betterment of infrastructure to an extent this can be avoided, at least we

can come up to the international level.

Q9) But what you told is applicable to all airlines in India, and their

OTP in this aspect is much better than Air India, where the things go

wrong. Is there anything to do with company work culture?

Ans: Employee2

(Laughing) Not really, BUT the kind of pressure on employees with some

other airlines we don’t feel, It gives you lot of freedom, which some people

may misuse in a different way.

Q10) What is the criteria of selection to the company? Have you

personally recommended anyone to the organisation?

Ans: Employee2

It’s pure merit, you can’t even think of personal recommendations

Q11) Is over powered cock pit crew unions are the reason for delays

anyway?

Ans: Employee2

I would say, when crew s are getting late its Individual basis, when never

crew is late, company will have to look for alternatives, or delay the plane,

Solutions is also common we keep as much crew as stand by , but this not

easy always , we do face crew shortage , that is one of the major reason

of the delays

Q12) Being in the Operations department, how you rate the co

ordination with other departments in the organization?

Ans: Employee2

There is no void anywhere in communication methods or modes, but being

the government organization , I also feel, some employees feel over

security for their jobs and income.

There are people who are taking things very casually where pro activity

and agility and required over security and influence of Employee unions

are other reason for this attitude .

Q13) what about immigration issues, is these procedures putting Air

India flights in to delays?

Ans: Employee2

This is one area which is out of control for us, Customs and Immigration is

a different department, they follow their procedures until they are satisfied.

Sometimes that may cause delays

Q14) This delays causes are the same for all operators, do you agree,

some sort of follow up or push from operator side towards these

Customs and Immigration departments are lacking from air India

side?

Ans: Employee2

To an extent it may be true , because for a private operator employee, this

is a question of survival , but for us it is a procedure

Q15) Is the lack of innovative ides affecting you by any means ?for

example very fast in adapting new technologies for better operation

control and anticipating delays , how advanced Air India in this

respect ??????

Ans: Employee2

Air India also uses communication means and information technology

tools for betterment of the operations

Q16) How critical a delay in your operations department, I mean when

you people come to know about an ongoing or an impending delay,

how is it?

Ans: Employee2

We got the Operations coordination centre , the moment we get the call

from the station from the delay happens, we analyse , and we will see

which department is responsible for the delay , and note the point that This

Operations Co Ordination centre has got responsible people from all

departments of the airline , The call will be transferred to them, They along

with flight dispatch co ordinate and declare the expected delay , If the

expected delay is unpredictable or more than certain time , boarding will

be held or pax will be offloaded , we look for other alternatives , we all

departments will co ordinate and minimize the delay

17 Appendix G: Interview Guide prepared for Delay

Interviews

Interview guide – Departure Delays

The person to be interviewed has to be made aware of the following,

before the questions are put to him.

Explain the purpose of this project, as being part of an MBA programme.

The following series of questions are intended to uncover the root causes

of the departure delays.

Please give as many examples and stories as possible in order for us to

be able to interpret the actual root causes.

1. What are in your personal experience the three or five main

reasons for departure delays of 787 Out of Bombay?

2. Please give some examples of frequently occurring delays on your

shifts?

3. Which of these do you think are within the control of Air India?

4. Can you give examples of frequently occurring delays within the

control of Air India?

5. Are there in your opinion difference in types of delays that occur on

different shifts?

6. Can you give some examples?

Explain to the person, that from statistical material received from Air India,

it seems that there are five areas where delays occur: AWAITING LOAD

FROM ANOTHER AI FLIGHT, IMMIGRATION AUTHORITIES, CABIN

CREW LATE, AWAITING TAKE OFF SLOTS, PASSENGERS LATE TO

GATE

7. Are these five reasons for delays also in your personal experience

what actually happens?

8. Can you give some examples of what actually happens?

Assume that the five reasons are “genuine”, we now discuss “Awaiting

load from another flight”

9. Why are we in the first instance awaiting load from another flight? –

What is the reason?

10. (ask “why” to the reasons given above, in order to find the root

causes..) Why are we ....??

11. In case of the incoming delay, what is in your opinion the best way

to eliminate this kind of delay?

12. Can you think of any other options? – Thinking out of the box! - ex.

Changing the time scheduling?

We now discuss “IMMIGRATION AUTHORITIES”

13. What is in your personal opinion the main problem with immigration

authorities?

14. Why is this a problem?



16. In case of immigration authorities, what is in your opinion the best

way to eliminate this kind of delay?


More fast track counter for F/J/WCHR/ Families with kids? Make

additional payment to get quickly through immigration? Elliminate

immigration?

We now discuss “CABIN CREW LATE”

18. What is in your personal opinion the reason for crew coming late?

19. Why are we in the first instance waiting for cabin crew? – What is

the reason?



21. In case of the Cabin Crew Late, what is in your opinion the best way

to eliminate this kind of delay? (Is there a problem in crew

scheduling due to which they come late?; Is there a problem with

late pick up?; Does the pick up reach the crew residence at the

stipulated time?; Is the delay due to traffic?; If yes, can the pick up

time change to ensure the crew arrive on time?)



We now discuss “AWAITING TAKE OFF SLOTS”

23. What is in your personal opinion the reason “waiting for take off

slots”?

24. Why are we in the first instance waiting for take off slots? – What is

the reason?



26. In case of the Waiting for take off slots, what is in your opinion the

best way to eliminate this kind of delay?



We now discuss “Passengers Late to Gate”

28. What is in your personal opinion the reason “Passengers late to

gate”?

29. Why are we in the first instance waiting for take off slots? – What is

the reason? (Why are ex. Lufthansa not having this problem? Is Air

India too “nice” to their passengers?)



31. In case of the Waiting for passengers, what is in your opinion the

best way to eliminate this kind of delay? Ex. printing the boarding

time 5-10 mins earlier help in reducing this delay reason?


Changing the time scheduling? A Cash penalty is imposed at the

boarding gate if passengers do not arrive on time?

Going again back to the start of our interview, we would again like to ask

you to reflect on the beginning of the interview, as learning might have

occurred on both sides of the interview table:

33. In view of what we have talked about, what are in your personal

experience “now” the three or five main reasons for departure

delays? Have your changed your views on the departure delays?

What has changed?

34. Making the most realistic impact on departure delays, how in your

personal experience do you think is the way forward and what

would be your suggestion? What are the five things that should be

dealt with?

Make sure that you thank the interviewee for his precious time

18 Appendix H: Actual Interview Guide used Delay Interviews

and answers

Q1. What are in your personal experience the three or five main reasons

for departure delays of 777 ex Mumbai?

Ans:

Employee A

It seems to be exaggerated. Every airlines has more or less same number of

delays, the delays do not depend much upon the aircraft type but on the age of

aircraft. For very new aircraft delays are in medium category, then after 2-3

years delays reduce, then for very old aircrafts technical delays are at high.

Main reasons are ATC delays, Passengers caused delays, and some technical

delays as far as 777 is concerned.

Employee B:

We just commenced the 777 operations, Right now mainly in gulf sectors and

some European sectors. I don’t know why you are asking for 777. Delay point of

view , whatever the delays are not much related to the aircraft type .

Main reasons are ATC delays , Commercial delays , and little bit technical

delays as far as 777 is concerned since it’s a new plane to the industry .

For 777, some industrial issues are there, and delays were also for that, I don’t

think it’s something you are concentrating on.

Q2. Please give some examples of frequently occurring delays on your

shifts?

Ans:

Employee A

Delays are independent of shifts. However during high workload time chances

of delays are higher. Any type of issue , may be commercial , ATC , technical ,

immigration , VIP movement, Runway closure , weather , crew issues ,

anything may come up.

Employee B:

Well Its nothing frequently happening , everyday is a new day .Any type of

issue , may be commercial , ATC , technical , immigration , VIP movement,

Runway closure , weather , crew issues , anything may come up.

Q3. Which of these do you think are within the control of Air India?

Ans:

Employee A

Traffic control delays are within our control. Technical delays sometimes mean

rescheduling, Immigration delays; delays because of VIP movement, Runway

closure, and weather issues are out of our control. Crew issues are

management problems

Employee B:

Good question, Commercial absolutely with in control. To an extent technical

and crew issues. Immigration, VIP movement, Runway closure, weather out of

control

Q4. Are there in your opinion difference in types of delays that occur on

different shifts?

Ans:

Employee A

As I said earlier, during high workload minor delays may occur. But major

delays are due to technical unavailability of aircraft, or due to VIP movement or

weather conditions.

Sometimes due to shortage of manpower or rather shortage of efficient

manpower may also be the reason of minor delays.

Employee B:

Well! Not really, but human errors are always there, may be some shifts some

days may have some key experienced people, missing some times , then such

delays are expected For example some engineering shifts some key person ,

who is authorised to do certain job , may be missing or sick at some station ,

then another person will have to be sent from another station by the next

available flight , otherwise the plane may get delayed. Apart from this nothing.

Q5. Can you give some examples?

Ans:

Employee A

Examples, during night shift sometimes it is difficult to trace a sleeping

passenger. During morning shift, sometimes some staff is late.

Employee B:

This is just what I said earlier.

Explained to the person that from statistical material received from Air India it

seems that there are five areas where delays occur:

AWAITING LOAD FROM ANOTHER AI FLIGHT.

IMMIGRATION AUTHORITIES

CABIN CREW LATE

AWAITING TAKE OFF SLOTS

PASSENGERS LATE TO GATE

Q7. Are these five reasons for delays also in your personal experience

what actually happens?

Ans:

Employee A

Yes, it appears so. But I feel there are more delays due to ATC then all of the

above. These delays are there, I would have added technical delays also, but

technical delays are really unpredictable.

Employee B:

Yes these delays are quite there, I would have added technical delays also, but

technical delays are really unpredictable.

Q8. Why are we in the first instance awaiting load from another load from

another flight? What is the reason?

Ans:

Employee A

It depends on company policy. I feel all agents should be told to book

passengers in a manner that they reach here at least six hours in advance for

an international flight. I, at present am not aware of any company policy

regarding this matter.

Employee B:

It’s very simple we are booking passenger from even small stations to

international destinations, and we had given enough margin time for the

international departure from Mumbai. But sometimes due whatever reasons the

incoming passengers carrying flight may get delayed. Well you have

appreciated the Air India policy of holding the international departure for such

passenger. Because if they miss the flight, of course we will work out if they can

be sent in some other airlines. If not so, for certain time we will hold the flight.

Q9. In case of the incoming delay, what is in your opinion the best way to

eliminate this kind of delay?

Ans:

Employee A

I said it already the options are the company should book passengers in such a

way that they reach the hopping airport six hours in advance or we may have to

send the passenger by some other flight, if we don’t delay the flight. We don’t

want passenger to get stranded in the airport for a day or night.

Employee B:

I said it already the only option is sending the passenger by some other flight,

we don’t want passenger getting stranded in the airport for a day or night.

Q10. Can you think of any other options? – Thinking out of the box! – e.g.


Ans:

Employee A

Yes, but that is a big process, it may be done, If all the departments co ordinate

with each other as a team under one central authority, who has only the bright

future of airline in mind.

Employee B:

Yes but, it is already done with maximum possible allowance, what you see as

delays is simply what is beyond all this.

IMMIGRATION AUTHORITIES:

Q11. What is in your personal opinion the main problem with immigration

authorities?

Ans:

Employee A

Immigration clearance is a beyond our scope as it is under government of India.

Here the delays are little unpredictable as sometimes it may take longer time to

clear some passenger, as some passenger take more time to fill up forms, then

sometimes queues at immigration counters are too long because of number of

flights. But I think our higher management can play some role to streamline

these types of delays.

Employee B:

Immigration clearance is a kind of security clearance which makes it a no

compromise job, Here the delays are little unpredictable as sometimes it may

take longer time to clear some passenger, So in a way delays are justified here,

But if we more could enhance co ordination and communication and

understanding with Customs and Excise better to avoid the delays

Q12. Can you think of any other options? – Thinking out of the box! – E.g.

faster track counter for F/J/WCHR/ Families with kids? Make additional

payment to get quickly through immigration? Eliminate immigration?

Ans:

Employee A

Seems to be a good idea. Having one or two fast track counters where slow

passengers can be accommodated depending on flight departure times.

Employee B:

Well this is very well known delay applicable to most of the airlines, the

betterment is an ongoing process, new innovative approaches without

compromising the security, is always there.

CABIN CREW LATE

Q13. What is in your personal opinion the reason for crew coming late?

Ans:

Employee A

This should be unacceptable as far as airline is concerned. Someone has to

take the blame and set the things right in this regard. This seems to be an

excuse to cover up for follies happened at some other level.

The main reason of crew delays , this I am taking basically for domestic sectors

, sometimes some crew from a sector is roaster for another flight, due many

reasons like shortage of crew etc, and if the incoming flight get delayed due any

reason. Then there will be delay.

Employee B:

Traffic in the city , breakdown of the transport, last minute change of roaster ,

crew reporting sick , including standby crew , But these are remote instances

which will end up in delays , Anticipating the traffic in the city , enough margin

time is always set with the transport.

The main reason of crew delays , this I am taking basically for domestic sectors

, sometimes some crew from a sector is rostered for another flight, due many

reasons like shortage of crew etc, and if the incoming flight get delayed due any

reason. Then there will be delay.

Q14. What is the solution for this?

Ans:

Employee A

Main reason for this type of delays is DGCA rules of duty times and rostering of

crew as per their unions’ demands and understanding with the management,

which may be corrected if management is more accommodative and crew is

less demanding

Employee B:

Main reason for this type of delays is shortage of qualified crew in the base.


Q15. Why do we have to wait for takeoff slots?

Ans:

Employee A

In simple words I will say lack of infrastructure, single runway operation,

haphazard airport plans, perennial construction work going on, and more traffic.

Employee B:

Simple words lack of infrastructure, single runway operation, ATC taking too

much time between landing and take offs, and more traffic, but that’s not the

reason, we should be able to handle the traffic.

Q16. In case waiting for takeoff slots, what is in your opinion the best way

to eliminate this kind of delay?

Ans:

Employee A

I think after the terminus work is completed delays due to these might reduce.

But with given constraints, the airline should not to miss the allotted slot to it.

Then ATC keeps the departure pending, if the slot is missed.

Employee B:

I mentioned the reason for this delay. But within the constraints, it’s the duty of

the airline not to miss the allotted slot. If it misses by any reason, say delay from

other departments, then you will have tough time from ATC.

Q17. In a busy airport like Mumbai, if you delay the plane from your side,

it’s going to further get delayed from ATC side?

Ans:

Employee A

Not always, but certainly if you miss the slot and its heavy traffic time.

Employee B:

Not always, but certainly if you miss the slot.


Q18. What is in your personal opinion the reason “Passengers late to gate”?

Ans:

Employee A

Now a day’s many passengers book their own tickets on internet etc and come

running to check in counters, but due to fatigue they are unable to reach gates

on time. Because of this they cause certain number of delays. Then our staff

gets occupied in arranging for their departure on some other airlines. If not so,

for certain time we will hold the flight.

It happens; main reason is some passenger are not aware of the impending

delays. What we normally do to avoid these types of delays, our employees

make frequent announcements about the boarding time. But not only this some

passenger report late for check in also

Employee B:

It happens; main reason is some passenger are not aware of the impending

delays. What we normally do to avoid these types of delays, our employees

make frequent announcements about the boarding time. But not only this some

passenger report late for check in also

Q19. What is in your opinion the best way to eliminate this kind of delay?

Ex. printing the boarding time 5-10 minutes earlier help in reducing this

delay reason?

Ans:

Employee A

Nowadays we are printing on boarding cards that departure gates will be closed

15 minutes (mins) before departure time. I hope it improves the situation in this

regard

Check in time also we have fixed time limit of one hour for international flights

beyond that we will not accept the passenger.

But after getting the boarding pass, some passenger go missing, and when the

boarding gate is closed they come from somewhere and create a scene.

Employee B:

Check in time, there is a time limit beyond that we will not accept the passenger

,

But after getting the boarding pass, some passenger go missing, and when the

boarding gate about to closed they come from somewhere, then argument.

Printing the boarding time 5-10 mins earlier is a good idea, but legal constraints

are here for that, you can’t type false information on boarding pass.

Q20. Can you think of any other options? – Thinking out of the box! - ex.

Changing the time scheduling? A Cash penalty is imposed at the boarding

gate if passengers do not arrive on time?

Ans:

Employee A

I think the best way is to make passenger aware of the criticality of careless

behaviours. Such passenger may be penalized by not allowing to board at all in

addition to forfeiting the ticket and its whole spent amount.

Employee B:

We have to see how practical in India it is. I think the best way, is to make

passenger aware of the timings, we want government to announce the rule of

not to accept the late passenger to the boarding gate.

19 Appendix I: Questionnaires to Assistant Duty Manager 1

The 5 main delays identified by our team as per data provided by Air India are as follows;

Awaiting load from another AI flight

Immigration authorities

Cabin crew late

Passengers late to gate

Awaiting take off slots

Q.No Question Yes No Maybe Remarks

1 In case of the incoming delay, can bags/pax be transferred on the next flight X

2 In case of the incoming delay, can bags/pax be transferred the next day X

3 Is it cost effective to delay a flight by 30-60mins in case rather than wait for the load X

4 Any other recommendation

Connecting Flight should be

reaching earlier

1 Are the number of counters at immigration less to handle the load of passengers from X

all airlines

2 If not,do you think the number of counters should double X

3 Would you recommend more than one fast track counter for F/J/WCHR/ Families with kids X


Fast track counter indicating flight

No.

1 Is there a problem in crew scheduling due to which they come late X

2 Is there a problem with late pick up X

3 Does the pick up reach the crew residence at the stipulated time X

4 Is the delay due to traffic X

5 If yes, can the pick up time change to ensure the crew arrive on time X


Crew should report to duty on their

own

1 Can an airline influence this reason for delay x

2 If yes, could you suggest how?

better co ordination between Mgt

and ATC

1 If a penalty is imposed will pax report on time X

2 Will printing the boarding time 5-10 mins earlier help in reducing this delay reason X


Gate should close 20 minutes

earlier to remove non reporting

passenger luggage


AWAITING LOAD FROM ANOTHER AI FLIGHT


CABIN CREW LATE


Interview

20 Appendix J: Questionnaires to Assistant Duty Manager 2

The 5 main delays identified by our team as per data provided by Air India are as follows;



Cabin crew late






3 Is it cost effective to delay a flight by 30-60mins in case rather than wait for the load X


Connecting Flight SHOULD NOT

BE Airline responsibility


all airlines


3 Would you recommend more than one fast track counter for F/J/WCHR/ Families with kids X


Fast track counter indicating flight

No. may be a good idea







Crew should report to duty well in

advance

1 Can an airline influence this reason for delay X


Co ordination between all airlines

and ATC


2 Will printing the boarding time 5-10 mins earlier help in reducing this delay reason X


Passenger's Boarding card be

scrapped if passenger donot report

to gate on time.




CABIN CREW LATE


Interview

21 Appendix K: Questionnaires to Assistant Duty Manager 3 The 5 main delays identified by our team as per data provided by Air India are as follows;



Cabin crew late






3 Is it cost effective to delay a flight by 30-60mins in case rather than wait for the load Question not clear


Connecting Flight should be at a

gap of 6 to 8 hours


all airlines


3 Would you recommend more than one fast track counter for F/J/WCHR/ Families with kids

Two Fast track counters indicating

flight No. should be there


Immigration staff duties should be

proportional to flights







CREW MAY BE GIVEN

TRAVELLING ALLOWANCE TO

REPORT ON THEIR OWN.

1 Can an airline influence this reason for delay X


Co ordination between airlines

management and ATC,


2 Will printing the boarding time 5-10 mins earlier help in reducing this delay reason Already being done unofficially


Passenger must be offloaded and

fined




CABIN CREW LATE


131125 report - air india departure delays

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