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Prepared by: Mohit Sarda (15) Shruti Pipalia (32) Iram Ilyas (46) Kiran Kumar (49) Shaurya Singh (51) Faculty Guide: Prof. Sashi Sekhar Paramanik
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Air Corporations Act 1953, 1st August Majority stake of Govt. of India Domestic Services Indian Airlines International Services Air India International Limited
CORPORATE VISION
Vision: To be among top five Asian airlines in terms of Yield, Profitability, Productivity, Size and Quality
Mission: Focus on customer satisfaction Grow with emphasis on sustained profitability Provide exciting and satisfying work environment to retain and develop employees committed to Corporate Vision Focus on social responsibility environment & community Objectives: Achieve unit revenue, unit cost, profitability, productivity and service level targets, based on benchmarked parameters. Sec-C; Group-1 Page 2
Name Airbus 319 Airbus 319(Mixed confi) Airbus 320-231 Airbus 320-214 Airbus 321 Airbus 330-200 Boeing 747-400 Boeing 777-200LR Boeing 777-300ER Boeing 787 Dreamliner ATR 42-320 CRJ 700
Owned 19 9 8 4 8
Leased 5 10 6
12 2
3 8 9 9
3(Dry)
7 4
48 (eco) 70 (Eco)
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Figure 1
When airline executives talk operations, more often than not they focus on the features that distinguish their industry from others. Yet an airline orders materials just as a factory does, and it sequences work, deploys workers to specialized tasks, commits itself to quality levels, and at regular intervals turns out the equivalent of products serviced and Sec-C; Group-1 Page 5
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Figure 2 The suitability of lean techniques to meet these and other challenges presents the airlines with a ray of hope. What exactly would a lean airline operation look like and deliver? To illustrate the application of lean techniques, well look closely at a single operation the A-check, analogous in role (but not complexity) to servicing a car. Picture the scene: an aircraft pulls into a hangar late at night. Schedulers "job-card" the list of tasks to be performed and coordinate tooling, spare parts, and staffing. Engineers define the personhour workloads. Supporting departments and workshops, such as materials management and avionics, provide parts. As if the number of parties involved didnt generate enough complexity, many non-routine issues are created by cracks, leaks, system faults, and extraneous damage (for instance, engine damage from bird strikes). The goal is to wade through the surprises and get the plane on the flight line by morning. A new operating system. Adopting a lean operating system first requires an organization to search for order in the demand patterns of its "customer" (in these case, flight operations). When this discipline is applied to the maintenance shop, only a third of all A-check activities turn out to be non-routine. Of the non-routine work, nearly a quarter is accounted for by wing Sec-C; Group-1 Page 7
Such knowledge helps an operator create standard tasks and workplace designs. Drawing on the collective expertise of its mechanics, it could develop standard work routines, making use of enhanced tools and fixtures, that would substantially increase the efficiency of their wrench time. During A-checks, for instance, they sometimes lubricate parts using a two-person, hand-pumped grease gun while a hydraulic model that allows one person to do the job sits idly in a corner. Arraying such tools at the ready in a highly organized work space can yield large efficiencies. Pre-staging parts such as replacement filters eliminates a source of error by ensuring that they wont be overlooked. Mechanics become surgeons, with all their equipment and tooling arranged carefully ahead of time and reliable procedures in place to deal with surprises. Simply by eliminating ongoing searches for parts, tools, and paperwork, a carrier may improve the productivity of its repair operations by more than 30 percent. Standardization progresses as operators determine the actual time needed for each task, along with the sources of variation. Rather than stepping away to find a tool, mechanics stay by the aircraft and visually signal their tool and part requirements. As they work, they note any flaw in the process and perfect it for the future. Well-defined, standard work practices make more rigorous scheduling possible. Standard completion times and best-quality sequences help operators divide and balance their workloads so that they can choreograph aircraft movements during nightly A-checks. (In a carefully scheduled lean system, everyone knows that a 767 will come through the door Figure 3 at a certain time and will exit, say, two hours and 40 minutes later.) That level of scheduling rigor helps companies match their staffing levels with work sequences more accurately. Meanwhile, demand-based materials replenishmentmade possible by kanban signals that directly link upstream activities to actual usagelocks in replacement parts and minimizes surprises. Improved information flows and standard job practices combine to make schedules more stable and introduce an operating pace, formerly a novelty for repair operations. Keeping Sec-C; Group-1 Page 8
ONLINE TICKET
Figure 4 Customized offerings and vast selections are now expected as the norm in consumerfocused industries. As the percentage of leisure travellers continues to grow, airlines need to find innovative ways to increase the effective yield from these lower-margin travellers. Clearly, there is one size fits-all approach to reaching customers, as Generation Y passengers under 30 years old will have markedly different criteria for an enjoyable travel experience than parents with toddlers. The online ticketing portal starts Sec-C; Group-1 Page 9
CUSTOMER ARRIVAL
Figure 5
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BAGGAGE
Figure 6 As the customer enters the airport after the ticket checking and the verification of their identity, there will be a separate weighing belt of Air India in which the customers need to weigh the weight of their luggage. The Air India personnel appointed for this verifies the belt of the customer, if the weight is in the limits, the personnel put a tag and let the person take the baggage to the check in counter. In case if the weight is more, the customer is taken separately to adjust the weight and is been provided with the adjust baggage in which he need to shifts his stuff and take it as a handbag on the flight. This process helps Air India and the customer too saves a lot of time. The time when the Sec-C; Group-1 Page 11
HAND BAG
Figure 7 There has been times when our hand baggage is usually bigger then what we should carry with us. The problems that occurs in this as we dont get enough space to put of baggage on the hand baggage space provided in flight due to the size of the handbag. This process will help us cut down that problem and makes the journey smooth. In this the customer stands in the weighing Que and the Air India personnel verify the size of the baggage. If the size is in limit, the customer continues to check in, and if not the customer is provided with the separate bag to place the necessities. Example: A mother carrying a baby with her needs the stuffs like milk, bottles, etc, so she will be given a separate bag to carry those things as a hand baggage in the flight and the rest stuff will be sent as a main luggage. This helps us standardizing our services and the difficulties faced by the passengers are been taken care of in this matter.
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FOOD KIOSK
Figure 8 An airline meal or in-flight meal is a meal served to passengers on board a commercial airliner. These meals are prepared by airline catering services. These meals vary widely in quality and quantity across different airline companies and classes of travel. They range from a simple beverage in short-haul economy class to a seven-course gourmet meal in long-haul first class. To provide everyone with high quality food which is served hot a special provision is made for passengers who did not book their food online. The kiosk displays a list of items which can be served hot within the given time of a flight thus preventing Sec-C; Group-1 Page 13
Cultural diets, such as French, Italian, Chinese, Japanese or Indian style. Infant and baby meals. Some airlines also offer children's meals, containing foods that children will enjoy such as baked beans, mini-hamburgers and hot dogs. Medical diets, including low/high fiber, low fat/cholesterol, diabetic, peanut free, non-lactose, low salt/sodium, low-purine, low-calorie, low-protein, bland (nonspicy) and gluten-free meals. Religious diets, including kosher, halal, and Hindu, Buddhist and Jain vegetarian (sometimes termed Asian vegetarian) meals. Vegetarian and vegan meals. Some airlines do not offer a specific meal for vegetarians; instead, they are given a vegan meal.
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Figure 9
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Figure 10
By introducing RFID tags and we can effectively improve the the flow of passengers.
Also by putting baggage on flight according to the order so that passengers who disembark first and on reaching conveyer belt find their bags already arrived and who arrive late are aware that arrival of their bags will take time. It will led to less hassle and disappointment which will directly improve satisfaction level of customers.
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