Design+Measure+Analyze Phase

8/3/2019 Design+Measure+Analyze Phase

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Pakistan International Airlines

Sameer MirjatZain Zaman

Sameer RizwanRizwan MemonMohsin AhsanLabesh Kumar


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Define Phase


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Background Information about the Project

Pakistan International Airlines

Vision:

PIAs vision is to be a world class airline meeting customer expectationsthrough excellent services, on-time performance, innovative products andabsolute safety.

Mission:Employee teams will contribute towards making PIA a global airline of choice

through: Offering quality customer services and innovative products Using state-of-the-art technologies Ensuring cost-effective measures in procurement and operations Developing Safety Culture.


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Karachi Departures Domestic: 38 Departures International: 20 Arrivals Domestic: 45 Arrivals International: 17

Islamabad Departures Domestic: 17

Departures International: 15 Arrivals Domestic: 19 Arrivals International: 12

Lahore Departures Domestic: 1 Departures International: 7 Arrivals Domestic: 12 Arrivals International: 9

Other Flights 11

Total Flights per week 1525

Total Flights per month 6100

Flight Schedule(according to major national airports)


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Define - Context

Customer Dissatisfaction due to delays in aircraft maintenance and flight schedules Current Issue

PIA has been receiving numerous complaints about the flight delays, in-flight problems andflight safety issues for almost two decades now. These delays in flights as well as flightsafety issues are directly related to the aircraft maintenance and flight schedule issues.

These on-ground maintenance issues are to be taken care of in order to achieve customersatisfaction through meeting customer expectations from the national flag bearingairline. Also, the schedule of flights have to be made by the marketing departments insuch a manner that it puts less burden on the maintenance department.

Given the above condition, we have decided to do the improvement process, using DMAIC,focusing on the effectiveness and timely delivery of aircrafts on the runway. This willhelp us resolve 90% of the national carriers problems.

Tools in Define Stage:Tools that we used in our project are: CTQ Specifications Project Charter Process Map Stakeholders Analysis


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Voice of theCustomer (VOC)

CTQ CTQ Measure/Metric Current State Target

1Unsafe travelling dueto less maintainedaircrafts

Ensure every air-craftwill get ground time

of 150 hours permonth (5 hours/day)

MIS Ground Support,Base Management System,Quality Control System

Each air-craft reachesthe base after 4consecutive days

100% safe

travelling

2Excessive bookings onoccasion-based flights

Ensure flight bookingsnot more than 100%

available capacity

Quality Control System,Marketing Information

System

Flight bookings are morethan the capacity on

occasion-based flights

At least 15%reduction of

extra costs

3

Too much of customerdisgust created by thequality of flight

experience

Ensure less-strict salestarget by reducingtarget percentage by

at least 25%

Quality Control System,Marketing InformationSystem

Tickets are sold withouttaking care of currentsupply

100% qualityof flightexperience

Critical To Quality Specifications


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Voice of theCustomer (VOC)

CTQ CTQ Measure/Metric Current State Target

4Unsafe travelling due toold fleet and ill-

repaired air crafts

Ensure 100% positive

output

Quality Control System

Out of 39 aircrafts,31 aircrafts are in

working condition(79.84% output)

Ensure 100%output of

current air fleet

Critical To Quality Specifications

5Flight Cancellations anddelays

Ensure 100% flightoperations

Quality Control System,Marketing InformationSystem

Flights are cancelledif there are lesscustomers than10% of the totalcapacity

Ensure 100%operationsregardless of thecustomer-fill


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In scopeQuality Line Maintenance Services Include ( Pre-flight Inspectionbefore every Departure, post flight checks after arrival of everyflight) and decreased revenue targets through adequate numberof flight schedules by the Marketing department in order to meetthe maintenance demands of the aircrafts.

Out of ScopeOur scope excludes Central Control / Fuelling / GroundEngineering Staff / Crew Staff / Human Resources

The key problem faced are: Delays in Flight Less Ground time for Aircraft Maintenance Communication Gap between the Departments Passenger Missing Information Excessive flight limits burdening the aircraft runtimes

Problem Statement

Project Scope

To provide and further develop Safe, Efficient, Adequate,Economical and Properly Coordinated domestic as well asInternational air transport System. To repair, overhaul, Reconstruct assemble or recondition aircraft,Vehicles or other machine parts, accessories owned by thecorporation or by any other person. Increase in customer satisfaction by controlled flight Operations.

Adequate number of monthly flights in order to meetmaintenance requirements.

Customer:CTQ: 99% High quality Airline service and flight operationsaccording to the customer expectations.Convenience , Care , Affordability and Safety.100% information sharing within departments and withPassengers.Business: Eliminate the Following: Insufficient resources for development. Non-conducive working atmosphere. Integrated Stockrooms. Improper work attitude / Organizational culture.

Increase revenue by providing service to the third partycustomers.

Business Case

Goal Statement (Measurable)

Project Title: Customer Dissatisfaction due to delays in aircraftmaintenance and flight schedules

Business: Pakistan International Airlines


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Customer: Improve customer satisfaction (currently approx. 40%)

Business: Improve maintenance services to commercial aircraft,

offering maintenance, overhaul, repair, replacement, modification,testing and inspection of aircraft and/or its components in PakistanImprove marginal revenue by 5%.

Quality Departments, Flight Operations, External agencies(vendor) and Compliance, Airport management(CAA).

Define 26 th Sep - 2 nd Oct 2011Measure 3 rd Oct - 9 th Oct 2011Analyze 10 th Oct - 14 th Oct 2011Improve 18 th Oct - 23 rd Oct 2011Control 24 th Oct - 30 th Oct 2011

Project Plan/ Milestones / DeliverablesName Role % of time spentSameer Mirjat Project Manager 16.6%Zain Zaman Team Member 16.6%Mohsin Ahsan Team Member 16.6%Sameer Rizwan Team Member 16.6%Rizwan Memon Team Member 16.6%Labesh Kumar Team Member 16.6%

Projected Benefits Barriers/ Support required

Roles of Team Members

Project Title: Customer Dissatisfaction due to delays in aircraftmaintenance and flight schedules

Business: Pakistan International Airlines


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SnagRectification

TechnicalLog Book

Refuelling&

Cleaning

CentralControl

CaptainsClearance

Boardingof People

Verificationof Fuel

NeedsFuel Indent Signing Fuelling/Refuelling

Cabin Cleaning

Fuel verificationsigning by Aviation

Engineer

Catering

FlightDispatcher

Briefing

Load Check Crew Passenger ListFuel Check

Level 1: Core Process

Level 2: Sub Process

Luggage Loading



Process MapMarketing

DepartmentCustomer


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Our best estimate of the stakeholder's attitude, from supportive to opposed.

List of Stakeholders

by dept /Individual

names(can list in orderof importance)

StronglySupportive

ModeratelySupportive Neutral

StronglyAgainst/Opposed

ModeratelyAgainst/Opposed

Reason forResistance

Level of Resistance(High, Med,

Low) Actions

MaqsoodAhmed

(DirectorEngineering)

x

Stronglyagrees thatcomplaintsshould behandled

accordinglyso low

resistance tochange

Low

Since there are too many

flights on very few planes,the repair and maintanencearent done ccordingly and

he strongly supportsupgrading the fleet or

decreasing the number of destinations

Sameen Naqvi(Chief Engineer

LineMaintenance)

x VerySupportive

towardsquality

maintanence

Low

Recent groundings infrance and discovery of 40

snags are condemed by himas he says it is a result of Pakistan refusing to let afrench aircraft enter itsairspace for 45 minutes

resulting in frenchauthoritiesexacting

revenge.

Project Charter


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GM Marketing x

His majorconcern is lack

of partsavailable due

to non-availability of

funds

med

Concerns relating to lack of parts has grounded too

many aircrafts leading tosnags and overworking of existing aircrafts, strong

check and balance neededwith 100 percent delivery of

parts

GM HumanResources x

Supportive of routine

quality checksand balances

to maintainstandards and

reach forfurther

efficiency

Low

Construct a detailedprocedure to be followed for

quality maintenancethroughout different

departments

Your best estimate of the stakeholder's attitude, from supportive to opposed.

List of Stakeholders

by dept /Individual

names(can list in orderof importance)

StronglySupportive

ModeratelySupportive

NeutralStronglyAgainst/Opposed

ModeratelyAgainst/Opposed

Reason forResistance

Level of Resistance(High, Med,

Low)

Actions

Project Charter


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Measure Phase


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In measure phase analysis current performance level and identify goals wehope to achieve. It integrates visuals presenting flowcharts, process Map,sample Data sets, summary statistics and run charts.

Keen and accurate observation is very important in the initial part for thephase - if we can observe an event (or even its effects) we can measure

it. If we can measure it, we can improve it.Getting our measures right the first time is very critical.

Tools in Measure Phase:

Tools that we used in our project are:Performance standardDetailed As-is process MAPBar Charts

Measure - Context


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PerformanceMeasure

OperationalDefinition

Data Sourceand Location

SampleSize

Who willcollect the

data

When willdata be

collected

How willdata be

collected

Other Datathat shouldbe collectedat the same

time

GROUND TIME The time everyaircraft gets forrepair andmaintenance perday

Reports givenby MIS Groundsystem

Last 1year

Flight dispatcher,GroundEngineering staff

This datawill getcollectedMonthly"

MIS fromGroundEngineeringStaff and thereportsgenerated bythis system.

-

Data Collection Plan


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PerformanceMeasure

OperationalDefinition

Data Sourceand Location

SampleSize

Who will collectthe data

Whenwill data

becollecte

d

Howwill

data becollecte

d

Other Datathat shouldbe collectedat the same

timeFLIGHTSCHEDULES

A metricdescribing thepercentage of passengerstravelling in anaircraft

1. Tickets sold byMarketingDepartment2.Report given byFlight Dispatcher

Last 1 year MarketingDepartment, FlightDispatcher

At theend of every"WEEK"i.e.Saturdays

Sales of thetickets

-

Data Collection Plan


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Time Volume of ComplaintsOctober 2238

November 2784December 3047

January 1110February 1615

March 1045April 1334May 2276June 2991

July 3560August 2656

September 1916Total 26572

2238 2784 30471110 1615 1045 1334

2276 29913560 2656 1916

26572

0

5000

10000

15000

20000

25000

30000

October November December January February March April May June July August September Total

Volume of Complaints

4th Qtr (Last year)Trend First Qtr Trend 2nd Qtr Trend 3rdQtr Trend

Bar Chart 1 Volume of Complaints


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Bar Chart 2 Department-wise Complaints

Month Line Maintenance Marketing Total

October 1054 1184 2238

November 1589 1195 2784

December 2014 1033 3047

January 423 687 1110February 864 751 1615

March 465 580 1045

April 905 429 1334

May 1745 531 2276

June 2156 835 2991July 2232 1328 3560

August 1264 1392 2656

September 1145 771 1916


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Bar Chart 2 Department-wise Complaints

1054

1589

2014

423

864

465

905

1745

21562232

1264 11451184 11951033

687751

580429

531

835

13281392

771

2238

2784

3047

1110

1615

1045

1334

2276

2991

3560

2656

1916

0

500

1000

1500

2000

2500

3000

3500

4000

October November December January February March April May June July August September

Line Maintenance

Marketing

Total


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Bar Chart 3 Type of Complaints

Month Flight Delays/Cancellations Unsafe Travelling Total

October 1415 823 2238

November 1830 954 2784

December 1683 1364 3047

January 679 431 1110

February 963 652 1615

March 640 405 1045

April 732 602 1334

May 1430 846 2276

June 1726 1265 2991

July 2025 1535 3560

August 1811 845 2656

September 1290 626 1916

Total 16224 10348 26572


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Bar Chart 3 Type of Complaints

OctoberNovem

berDecem

berJanuary

February

March April May June July AugustSeptem

berTotal

Flight Delays/Cancellations 1415 1830 1683 679 963 640 732 1430 1726 2025 1811 1290 16224

Unsafe Travelling 823 954 1364 431 652 405 602 846 1265 1535 845 626 10348

Total 2238 2784 3047 1110 1615 1045 1334 2276 2991 3560 2656 1916 26572

0

5000

10000

15000

20000

25000

30000


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Detailed Process As-Is Map


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Obtaining data from customer services department due to privacyrestrictions.Coordination between departments as everyone is mostly non-responsiveand resistant to listen.Data bias as all the departments are busy playing the interdepartmental

blame game and no one wants to take responsibility for their mistakes.The shortage of time also was a hindrance in approaching the company on anofficial level.Understanding the process was also difficult because it was an engineeringrelated issue in the company and we as business students found it difficult to

understand.

Key Challenges


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Employee Turnover rate is too high as most qualified employees leave for more lucrative

offers from overseas airlines.A very vital finding is that there are too many flights and too few aircrafts leading to snagsand problems as there are too many scheduled flights. This is mainly the fault of themarketing department as they are given revenue targets and they dont take into accountthe repair and maintenance time. Leading to snags being carried forward and moreproblems due to grounded aircrafts resulting from poor maintenance due to lack of

aircrafts available for overbooked flights.Ground Time: The time every aircraft gets for repair and maintenance per day, is too lessas there are too many flights and not that many aircrafts. The management process isundisciplined and there is no check and balance in the system.There is a lot of miscommunication within the departments at PIA.Each departments work for its own benefit and does not look to help other departments.

There are not many employees in the technical department.All the management processes of the company are inefficient because they are very timeconsuming.The number of employees in the whole company are so many that PIA is unable tomanage them and use their finance in other areas except for the employee salaries.

The company does not have enough finance to fix its damaged airplanes.

Key Findings


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Analyze Phase


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The problem in Pakistan was that a major number of customers were not satisfiedwith PIAs service . After gathering and analyzing more information, we found out thatAircrafts were delayed from the line maintenance department due to which flightsdelayed , which is their basic expectation from an airline from which they have totravel. Our goal was to meet the expectations of the customers from the national flagbearing carrier. For this reason, we decided to resolve this problem by studying theentire process of aircraft delivery from the maintenance department.

After analyzing the entire process flow, two main areas were identified:

a. Late and ill repairs (Line Maintenance Department)b. Heavy flight load (Marketing Department)c. Maintenance Agreement not followed.

Tools in Analyze Phase:Tools that we used in our project are:

HistogramFishbone Diagram (Cause and Effect)Pareto Chart

Analyze - Context


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Problem Type Counts PercentageCumulativePercentage

Flight Delays 10348 38.94 38.94%

Unsafe Travelling 6250 23.52 62.46%

Inaccurate/DelayedInformation given to

customers 3868 14.56 77.02%Miscellaneous 3440 12.95 89.97%

Less Number of trainedStaff 2666 10.03 100.00%

26572

38.94%

62.46%

77.02%

89.97%

100.00%

0

2000

4000

6000

8000

10000

12000

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

Flight Delays Unsafe Travelling Inaccurate/Delayed

Information given tocustomers

Miscellaneous Less Number of

trained Staff

Counts

Series2Cumulativepercentage

Pareto Chart


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Environment People Process

Measurement Machine Material

Aircraft maintenanceissues

Non-ConductiveWorking Atmosphere

No trainingprogram forstaff

InsufficientResources forDevelopment

Labor unioninvolvement

Low employeeengagement

Less groundtime for Aircraftmaintenance

NoRechecking

Maintenancestandards notFollowed byEmployees

Lack of coordinationb/w the departments

No Standards forProcurement of items

Frequent changes in TopManagement

Old AircraftReference numbernot allotted toAircraft Items

No safe handling of materials/ Waste

Less Control on AlternateMaterial

No coordination withsupplier forreplacement

No Quality Audit of Organization procedure

No Inspection

No proper trackingsystems

No proper Quality Policy andObjective

Storage of AircraftComponents

Safety Issues

Impropermachine toolsand workingbenches

High employeeturnover

Fishbone Structure(Cause and Effect)


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Data Analysis Summary

Based on the Histogram and Fishbone Diagram and also conducted brainstormingsessions, we have confirmed that the root causes of the problems are :

Delays in Flight Labor Union Involvement Less Ground time for Aircraft Maintenance Loss of manpower (High Turnover) Communication Gap between the Departments No standards of procurement and Quality policy

Current TAT for Complaint Resolution

Average current TAT = 1 Week (General Customer Complain)Average current TAT = 5 hours of Ground Time (Internal Complain of Aircraft maintenance)

Data Analysis Summary


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Create a plan for improvement:

Generating creative solutions ideasAnalyzing the solution options and selecting the best alternative (s)Developing implementation planLearning from the pilot test and implementing the solutions full-

scale

Plan for Improvement


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In order to expedite the process, we propose to have a Effective StrategicPlanning and Quality Management, through which PIA Engineering canachieve a satisfactory progress towards the targeted benchmarks in the AirlineIndustry.

The department will be closely monitoring the entire process flow i.e.:

Infrastructure Improvement Process Introduction of internal Quality audit Set up of continuation training Improvement in work area and office Conducive regulatory requirements Product Audits Procurement Quality Monitoring by middle management Quality Awareness Program Understanding & Changing organization culture

Proposal for better resolution of the issue


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Improve Phase


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To Be Process FlowAircraft Maintenance Process Flow

M a r k e

t i n g

D e p a r t m e n

t

C u s

t o m e r

F l i g h t

D i s p a

t c h e r

&

C a p

t a i n s

C l e a r a n c e

F u e

l l i n g

&

C l e a n

i n g

B o a r d

i n g o

f

P e o p

l e

C e n

t r a

l

C o n

t r o

l

L i n e

M a

i n t e n a n c e

Start

SnagRectification

Technical LogBook

Verificationof fuelneeds

FuellingFuel

VerificationSigning

Coordinatingwith FlightDispatcher

Cabin Clearing Luggage Loading Catering

Fuel Check Load CheckCrew/

PassengerList

Boarding of People(customers) Stop

Yes

Ticketing andFlight

Schedule

Fuel IndentSigning

No

OK to board

No

Yes

Documents

Design+Measure+Analyze Phase