What Am I Missing?

What Am I Missing?

R. Michael Baiada R. Michael Baiada

R. Michael Baiada

Airline delays, congestion and excess CO2 are rapidly preventable, but not by ATC. FAA, Embry-Riddle, GE Aviation and others validated this.

发布日期: 2020年6月18日
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One would think that airlines would jump at the chance to internally implement an independently validated, inexpensive solution that, within months, can improve on time performance, product quality and profits, while cutting costs, fuel, CO2, noise and daily defects, all with an ROI measured in months, if not weeks.

No grandiose, hugely expensive, highly complex plan. No new technology. No more studies. No decades more waiting for the government and ATC. The tools to do this internally by an individual airline already exist, right now, today.

FAA and Embry-Riddle jointly proved this (Steve Bradford, Dr. Vitaly Guzhva and Dr. Ahmed Abdelghany) as shown in the FAA Task J Report, Georgia Tech proved this (Dr. John-Paul Clark) and GE Aviation proved this as shown in the Dubai FLOW Report.

Also consider that, after careful analysis, Captain Tom Hendricks (Delta Dir Line Ops, now retired) stated that, “I feel confident in telling you that Attila? RTAs are something we need to get on board with and do it in a big way” (Checklist publication - Confessions of an Attila? Doubter). 

In fact, the proof of success of real time, tactical asset management goes well beyond aviation since most industries very successfully use some version of the real time asset management solution that I have proposed for 25 years (Business Based Flow Management - BBFM/Attila?). 

But airlines have no interest in real time, tactical management of their aircraft, which begs the question why?

  1. Are airlines are so ingrained in their current processes that they can’t see beyond them?
  2. Are the internal airline silos so strong that they can’t break down the barriers?
  3. Do airlines believe that delays/congestion are ATC problems that only ATC can fix?
  4. Do airlines believe what I propose is too hard and not possible?
  5. Is it all of the above or something else entirely?

Also consider a discussion with Jim Compton (United Airlines) a few years ago who agreed with me that United Airlines had a huge scheduled block/gate time problem, but he immediately went on to say that nothing could be done. He added that United can’t afford to be #1 in on time performance, and that United wants to be #2 or #3. This type of thinking is 180 degrees out of Six Sigma, Supply Chain and other highly successful solutions.

Next, an important factor in surviving the current low revenue, high cost environment over the next few years will be an airline’s ability to attract more customers than the competition. With a limited passenger base, the competition for customers will be fierce. And with the need to lower fares just to get the customer to the airport, airlines will have difficulty using price as the differentiating factor.

Therefore, the airline that provides higher product quality as the differentiator (on time, less hassle, more amenities, etc.), at the same, or lower cost will have a huge competitive advantage.

Let's see - improved on time performance, product quality and profits, while cutting costs, fuel, CO2, noise and daily defects, all with an ROI measured in months, if not weeks, but it is not being done?

Airlines could. Airlines should. Sadly, airlines don't.

What am I missing? Stay safe.

R. Michael Baiada, ATH Group, Inc., (303) 521-6047, [email protected]

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Additional articles outlining why the Operational Excellence solution (85% A0, <3% day to day A0 Standard Deviation, 8 to 10 minute scheduled block/gate time reduction per flight), driven by Business Based Flow Management (BBFM/Attila?), is the path forward to make airlines dramatically better and more profitable. Like Toyota did in the 1980s for the auto industry, all it takes is one airline and/or ANSP to lead the way.

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