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MBA Dissertation
STATEMENT OF AUTHENTICITY/DECLARATION
This research has been finished with the help of others who contributed with their
opinions, views, corrections and criticisms. The work is original and I am responsible
to the full extent.
Signed:
The Dissertation Committee for the above candidate for the MBA
Degree, recommend acceptance of this dissertation.
Supervisor______________________________________________
DEDICATION
Table of Contents
Executive Summary...................................................................................................10
Chapter 1 - Introduction.............................................................................................11
1.1 - Introduction......................................................................................................11
1.2 - Background Problem.......................................................................................12
1.3 - Objectives........................................................................................................13
1.4 - Chapter Summary............................................................................................13
Chapter 2 - Literature Review...................................................................................14
2.1 - Introduction......................................................................................................14
2.2 - Risk Management............................................................................................14
2.3 - Different Types of Risk....................................................................................16
2.4 - The common risks faced by companies...........................................................17
2.5 - Operational Risk..............................................................................................17
2.5.1 - Controlling the risks..................................................................................18
2.5.2 - Strategies for managing the risks..............................................................19
2.5.3 - Actions required........................................................................................20
2.5.4 The Decision Process in Operations............................................................20
2.6 Baggage Handling..............................................................................................21
2.7 - Operations Management..................................................................................21
2.7.1 - The Activities of operations Management................................................22
2.7.2 - The direct responsibilities of operations management..............................22
2.7.3 - The indirect responsibilities of operations management..........................23
2.7.4 - The broad responsibilities of operations management..............................23
2.8 - The scope of project risk management............................................................24
2.9 - The project life cycle.......................................................................................24
2.10 - Chapter Summary..........................................................................................26
Chapter 3 - Research Methodology...........................................................................27
3.1 - Introduction......................................................................................................27
3.2 - Research Questions..........................................................................................27
3.3 - Research Design..............................................................................................27
3.4 - Type of Research..............................................................................................28
3.5 - Research Instruments.......................................................................................28
3.6 - Data Collection................................................................................................28
Appendix 5 - Questionnaire.......................................................................................69
Appendix 6 - Questions interview.............................................................................71
Appendix 7 - Letter of recommendation....................................................................72
List of tables
Table 1 Eight stages in the project life cycle...........................................................25
Table 2 - Interview Schedule......................................................................................31
Table 3 Differences noticed by passengers.............................................................37
Table 4 Activities most and least important (handling baggage)............................37
Table 5 Improvements at Terminal 5.......................................................................38
Table 6 - Future investments in terminal 1, 3 and 4 at Heathrow ..............................41
Table 7 - Observations during interview.....................................................................45
Table 8 - Action plan...................................................................................................60
List of Figures
Figure 1 Gender.........................................................................................................34
Figure 2 - Group of age................................................................................................35
Figure 3 - Problems with baggage................................................................................35
Figure 4 - Common problems with baggage................................................................36
Figure 5 - Customer perception....................................................................................36
Figure 6 - Customer perception - security....................................................................38
Executive Summary
The executive summary for the research done can be seen as follow.
The chapter one had showed the introduction of the study with the background
problems that was happening. The aims of the research were indicated as well.
Chapter two showed the literature review that the study had researched. It included
theories about risk management, operational management, and different types of risk,
how to control those risks through strategies and actions required, and the new
baggage system that is being used at Heathrow Airport Terminal 5.
Chapter three showed the research methodology. The research question and design
were described in this chapter. The type of research, the data collection, the target
population, the sampling, the data analysis and the elimination of bias were written in
detail in this chapter.
Chapter four showed the data presentation from the questionnaire that was done with
passengers at the arrival and departure point at Heathrow Airport Terminal 5 and also
the data presentation from the interviews that were done with people who worked for
the airport and the company (BA British Airways and BAA British Airports
Authority).
Chapter five had analysed the findings from the questionnaires and the interviews. It
was linked to the theory about the topic and changes that they had introduced.
Chapter six gave a conclusion about the research that had been undertaken and also
recommendations for both, BA and BAA.
A personal development plan was conducted on chapter seven. It included an S.W.O.T
analysis and also an action plan for the author of this study.
10
Chapter 1 - Introduction
1.1 - Introduction
The study investigated the activities that were initiated when Heathrow Airport
Terminal 5 introduced a new baggage system, specifically the operation management
which deal with both, human and system failures. The study was based on the
background of the sector that showed different problems with the operations of
dealing with baggage.
The study compared all the processes given about the theory of risk management with
what is being done at operational level in the baggage system at Heathrow Airport
Terminal 5.
Loader (2007) defines operational risk as the risk associated with human error,
systems failures and inadequate procedures and controls during the processing of
business related transactions and the loss of reputation by a failure to implement the
processing correctly. He also suggests that operational risk can be broken down into
further sub-sections like operations risk, technology risk, reporting risk, malicious
risk, legal risk, regulatory risk and so on.
According to Fischer (2003), the principles of risk management are needed even more
today than ever before. In the past, many organizations either ignored the risks
altogether or simply lived through the unfortunate consequences caused by them.
According to IATA (2008), the number of passengers is increasing worldwide at an
annual rate +5%. It means the quantity of baggage have also increased a lot. It results
in new challenges the companies are facing: Traffic rising and baggage volumes
higher than never before, stricter security regulations, cost pressures increasing yearby-year, etc. Because of these factors, baggage becomes a critical point before, during
and after the flights. For this reason the baggage identification must be accurate,
reliable and economical. The companies have introduced new solutions and
innovations such as the use of RFID (Radio Frequency Identification) in the UHF
range for contact less reading and writing of bag tags.
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12
According to BBC News (2008), almost 300 flights in and out of Heathrow Airport
were cancelled during the first five days after open Terminal 5, which caused a chaos.
The problems seem to be due a combination of factors, which include the operational
management and the new high-tech system.
According to Boynton (2008), one of the problems in Terminal 5 was that the
boarding gates were not connected directly to aircrafts. The operations were not
satisfactory due that Terminal 5 which has 20 security lanes (Terminal 4 has just 8
security lanes) was not using all the lanes that they could, which can be one of the
facts to help the disaster of 27th of March.
1.3 - Objectives
The aims of the study can be seen as follows:
-
Analyse how the risk management theory can be applied in baggage handling
13
14
trades can be input or processes can be run. IT problems are aggravated by either new
systems that experience teething problems or old systems that have problems copying
with the volumes and complexity of the business. IT problems are worsened if a
financial institution has many different systems and applications bolting to one
another (Loader 2007).
2.3 - Different Types of Risk
According to Robertson (2005), there are two types of risk, the potential risk and the
realistic risk. The potential risk may or may not occur, but an emergence plan must be
done to stop or reduce the impact, there are examples such as the stock market crisis
recently, employees leaving the department, poor executive level decisions and so on.
Those risks can come from internal or external forces as shown before on examples.
The realistic risks are based on known threats. These threats are common for a
specific industry or all industries, examples for realistic risks can be the loss of
profits, legislative decisions, overseas regulations, computer virus and so on. Different
from potential risk, most of the realistic risks come from external forces and it can be
a challenge to manage.
There is another type of risk management which is the option based risk management
that consists in a framework, and it is accompanying theoretical perspective and
methodology, to real world sequential information technology (IT) investment
problems. These problems involve alternative investment structures that bear different
risk profiles for the firm, and also may improve the payoffs of the associated projects
and the organizations performance (Benaroch, Jeffery, Kauffman and Shah 2007).
According to Benaroch et al (2007), the option based risk management combines
traditional with implicit or embedded real options that are available with no specific
investment required provided the decision maker recognizes them. This combination
helps the decision maker to both explicitly surface all of the strategic choices and
accurately value those choices, including ones that require prior enabling investments.
According to Gould (2008) there is another type of risk which is the enterprise risk
management, which consists that any situation could bring some impact positive or
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some impact negative, but the positive ones can be seen as opportunities. Enterprise
risk management addresses the risks and opportunities facing an organization by
classifying objectives into four categories which are: strategic that focus on
supporting an organizations mission, operations that use in an effective and
efficient manner the organizations resources, reporting that focus on reliability of
reporting and compliance which consists in laws and regulations.
2.4 - The common risks faced by companies
According to Triana (2006), some areas that a risk commonly appears can be weather,
legislation, economic, company employees and technology.
These common risks that companies face, two areas can be applied for the purpose of
the study. First area is the employee due that people are always unpredictable and that
in itself is a huge risk for companies. A hiring, training and retaining quality employee
is a challenge for companies and causes the biggest expense and a bad reputation for
the company. For Heathrow Airport Terminal 5, it is a constantly risk to be managed.
An employees lack of productivity or un-expectant departure can greatly impact
project work and plans for implementing new products and services. The baggage
system at Heathrow Airport Terminal 5 had been developed for 400.000 hours, in
three different countries (Netherlands, Germany and United States) (Doherty, 2008).
The second area is the technology. The use of new technology can be very expensive
and if it does not work properly it can take an organization down on both sides, loss of
profitability and consumer retention. If an organization does not keep up with new
technology it could be left behind and become uncompetitive. (Triana, 2006)
2.5 - Operational Risk
According to Jeynes (2002), there are ten elements of operation that represent those
main risk areas which are: Premises, product, purchasing, people, procedures,
protection, processes, performance, planning and policy. In operational risk
management in aviation, the following areas can be considered as a dangerous threat:
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People the workers in the organisation, skills needed, training needed motivation
and commitment, employment contracts. It affects directly the process of installing or
constructing anything. A wrong person on the wrong function can cost money and
time for the company.
Procedures production procedures, record keeping and reporting systems,
monitoring and review, use of standards, emergency procedures. If the wrong
procedure is taken, the entire project could fail. The wrong decision making can cause
a failure in long or short term.
Performance targets set, monitoring, measurement tools, consistency, validity of
data. The operational management level has to keep the performance at an acceptable
standard level, once that the performance can delay the processes.
Planning management skills, external factors and level of control. Keep the
schedule on time is a tough role, managers must have the right skills to manage the
time scale (Jeynes, 2002) (see appendices 1, 2, 3 and 4 for detail of risk factors).
Each element represents its own type of risk which can impact positively and
negatively. No one can eliminate all the risks in all areas, but minimizing the risks is
the key factor. It is a risky business setting up, operating and developing a successful
operation and it becomes more difficult if the operation is huge, such as at Heathrow
Airport Terminal 5 (Jeynes, 2002).
It is vital that all risks to the business should be considered strategically at the most
senior level, not just financial risks, and an approach that can be used consistently
throughout is a valuable tool for management (Chapman and Ward, 2002)
According to Jeynes (2002), the process of controlling risks has some steps. All risks
identified must be collated to reduce overlap and repetition and also a list of primary
risk factors must be done. After the risk factors had been identified, they must be
listed in order according to the threat, from the high level to low level of threat. A
decision to consider urgency of action or not is required, considering the actions that
can be taken quickly to alleviate the potential harm
18
Jeynes (2002) also adds that long-term action is needed with an acceptable time scale,
considering the cost implications and the potential results of planned actions.
19
According to Chapman and Ward (2003), the actions required could range from
technical analysis of potential risks, replacing of existing equipment, training for
specified group of workers, recruit internal staff or making contract with external
sources in order to up-grade skills or knowledge base and expertise and establishing
more effective, wide-spread information that include all relevant group of workers.
The business that does not take the right action required can be affected directly on
the business activities, facilities, staffs, and so on. Everyone must be involved in
discussions, informed about outcomes and decisions made and also give the relevant
feedback (Gordon, Loeb and Sohail, 2003).
20
the product/service development function, which is responsible for creating new and
modify products/services in order to generate future customer request for service and
the operations function, which is responsible for fulfilling customer requests for
service throughout the production and delivery of products and services. (Slack,
Johnson and Chambers, 2001)
In large airports it is necessary to provide automated sorting of baggage. Automation
can increase the capacity of a terminal building significantly and also improve the
service standard. Automated sorting uses baggage tags with bar codes, magnetic cards
or electronic chips for baggage and destination identification. Nowadays, bar coding
is the most frequent used in terminals with high number of flights (Kazda and Caves,
2007).
There are some general classes of activities which apply to all types of operation no
matter how functional boundaries have been draw. The first responsibility of any
operations management is to understand what it is trying to achieve, developing a
clear vision of how the operation should help the organization achieve its long-term
goals (Slack et al, 2001).
Another responsibility is to develop an operations strategy for the organization,
because operations management involves many decisions making in a short period of
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time and it is vital the operations managers have a set of general principles towards
the long-term goals. The next one is designing the operations service processes. This
activity is to determine the physical form, shape and composition of products, services
and processes. Planning and controlling the operation is the activity of deciding what
the operations resources should be doing. And the last one, improving performance of
the operation which is very important due that a failure to improve at least the rate of
customers expectations condemn the operations function always to fall short of what
the organization should expect from it (Slack et al, 2001).
Many decisions taken outside the operations function still can have an effect on
operations activities. It is working together with the other parts of the organization
which forms the most important indirect responsibilities of operations management.
Developing and improving the relationships between operations and other functions
of the firm should be central to operations contribution to overall performance (Slack
et al, 2001).
Both the direct and indirect responsibilities of operations management are largely
focused on those concerns which are of clear and immediate benefit to the
organization itself. But increasingly it is recognized that all businesses, including their
operations managers, have a set of broader responsibilities. There are six relevant
issues that are linked with operations management, which are: globalization,
environmental protection, social responsibility, technology awareness and knowledge
management. All of those broad responsibilities represent considerable challenges to
modern (Brown, n.d.).
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24
According to Thamhain and Wileman (1975), there are eight stages in the project life
cycle that can be seen on the table below.
Table 1 Eight stages in the project life cycle
Phases
Stages
Conceptualization
1. Conceive
the product
Planning
2. Design
The product
Strategically
3. Plan
The execution
Strategically
4. Allocate
Resources
Tactically
Execution
5. Execute
Production
Termination
6. Deliver
The product
Steps
Trigger event
Concept capture
Clarification of purpose
Concept elaboration
Concept evaluation
Basic design
Development of performance
criteria
Design development
Design evaluation
Basic activity and resourcebased plans
Development of targets and
milestones
Plan development
Plan evaluation
Basic design and activity-based
plan detail
Development of resource
allocation criteria
Allocation development
Allocation evaluation
Co-ordinate and control
Monitor progress
Modification of targets and
milestones
Allocation modification
Control evaluation
Basic deliverable verification
Deliverable modification
Modification of performance
criteria
Deliver evaluation
7. Review
The process
Basic review
Review development
Review evaluation
8. Support
The product
To be fully effective, risk management needs to address the whole project life cycle
rather than selected stages, guiding and informing each and every stage of the project
life cycle. The scope and depth of analysis should increase as the project progresses
toward the execute stage. Prior to each stage a preliminary risk analysis should guide
the first step, but as more details and options are considered in subsequent steps,
25
further risk analysis should be performed with increasing detail and precision to
continuously guide and inform the project management process. Risk management
should be an integral part of project management at each stage of the project life
cycle, designed to accommodate the focus of each stage in an integrated, holistic
manner (Thamhain and Wileman, 1975).
2.10 - Chapter Summary
This literature review gave enough insight in risk managements, different types of risk
management, the common risks faced by companies, operational risk which included
controlling the risks, strategies for managing risks, the action required and the
decision process in operation. A chapter about baggage handling explained how it was
done in general and how it was one at Heathrow Airport Terminal 5, the scope of
project risk management, the project life cycle and also a chapter about operation
management which included the activities of operations management, the direct
responsibilities of operations management, the indirect responsibilities of risk
management and the brad responsibilities of operations management. It also revealed
the research that had been done in this specific research topic. It is clear from the
literature above, that there are a number of factors that may contribute to become an
action plan to solve the problem.
The next chapter presents the Research Methodology that was applied in this study.
The chapter looks at the rationale for the study, the research design, the research
process, limitations of the study and the elimination of bias during the study.
26
27
A single case study strategy was adopted for this research in order to identify specifics
factors that contributed to the baggage problem at Heathrow Airport Terminal 5. The
case study method involves an empirical investigation of a particular contemporary
phenomenon within its real life context using multiple sources of evidence (Robson
2002).
According to Morris and Wood (1991), the advantage of using the case study method
is that it provides a rich understanding of the context of the research and the processes
being enacted. It also has considerable ability to generate answers to the questions
why? as well as the what? and how? question, although what? and how?
questions tends to be more the concern of survey strategy. For this reason the case
study strategy is most often used in explanatory and exploratory research.
3.4 - Type of Research
There are two types of research which are qualitative research and quantitative
research. In this study both types of research have been used.
3.5 - Research Instruments
Research instruments associated with qualitative methods include interview and
questionnaires. The questionnaires were also used as a method to collect quantitative
data.
3.6 - Data Collection
In this study both, primary and secondary data was collected. Primary data was
collected using one set of questionnaire (Appendix 5) to test the customer perception
about the system used in Heathrow Airport Terminal 5. The questionnaires had both
open and multiple choices questions.
They were designed to facilitate the collection of qualitative and quantitative data.
From the open question it was possible to check the opinions from the respondents,
which consequently enhanced the testing of hypotheses. The multiple choices
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questions were designed to obtain more quantitative data in order to define the
customer perception with a statistical analysis.
Parameters such as security, fast decision, problems with baggage and customer
service were used to determine what experience the customer had using Heathrow
Airport Terminal 5.
The questionnaires were applied on both, at the arrival and departure of the terminal.
Interviews were also used to collect data. It was done with people that worked at
operational level at Heathrow Airport Terminal 5. Interviews (Appendix 6) with
people who developed the system were another option, but due the material that the
company sent via e-mail was enough to obtain the information needed. To gain access
to those people who work at Heathrow Terminal 5, a formal letter was written by
Bruce Sheppy, the head of business department at Cavendish College (Appendix 7)
which gave a professional impression from managers at Heathrow Airport Terminal 5
and facilitates the arrangements for interviews.
As secondary data were used specifics articles about everything related to the topic of
baggage system, operational management, operations, and so on. Also for the
secondary data, other relevant documents were used such as files sent by BAA, BA
and Vanderlande Industries related to the research.
3.7 - Target Population
For the purpose of the study the target population, which is the total collection of
elements that the study was intended to make some inferences were passengers who
had previous experience using Heathrow Airport Terminal 5, people who worked at
Heathrow Airport Terminal 5, specifically those who deal with the baggage system.
3.8 - Sampling
Sampling is the collection of information from a portion of the total population and on
the basis of the information collected from the subset, to infer something about the
whole target population (Ghosh, 2002). The sampling techniques available can be
29
divided
in
two
types:
probability/representative
sampling
or
non-
30
A pilot interview was done to test the interview content, structure and to evaluate that
the questions were phrased in a concise and understandable way. At the presentation
stage, the researcher read the contents of the questions in order to clearly explain the
questions. The interviews were audio-recorded had approximately 30-45 minutes and
each question was read by the researcher and the person interviewed answered that
question. At the end of the interview the researcher asked if there was any further
points that the person interviewed wanted to add.
The interviews schedule can be seen on the table as follow.
Table 2 - Interview Schedule
APPOINTMENTS
LOCATION
Terminal 5
22 April 2009 (Wednesday) Heathrow
Respondent 1
Supervisor
Respondent 2
General Manager
Respondent 3
Operational Manager
Respondent 4
Operational
Airport
Terminal 5
Heathrow
0930 hrs
Airport
Terminal 5
Heathrow
1500 hrs
Airport
Terminal 5
Heathrow
1500 hrs
Airport
Terminal 5
Heathrow
0930 hrs
Airport
rd
JOB TITLES
Airport
nd
1200 hrs
RESPONDENTS
Supervisor
Respondent 5
Check-in Supervisor
Respondent 6
General Manager
Terminal 5
discovery. Analysis is made with reference to the research problem at hand or the
hypotheses. The first step in the analysis of data is a critical examination of the
assembled data. A total of 60 questionnaires were collected and 6 interviews were
done.
The questionnaires were entered in the computer using Microsoft Excel to make
graphs of the demographics and customer perception/acceptance of the new baggage
system. Interviews were audio-recorded and transcribed (Microsoft Word) which
reproduced as a written document.
3.11 - Elimination of Bias
Cooper and Schindler (2003) observe that the characteristic of sound measurement is
that the tool used should be an accurate counter or indicator of what one is interested
in measuring. In addition the tool should be easy and efficient to use. There are three
major criteria for evaluating a measurement tool namely validity, reliability and
practicality.
Validity refers to the extent to which a test measures what you actually wish to
measure. For this study, different sources of evidence, structured interviews and
questionnaires were researched.
Reliability has to do with the accuracy and precision of a measurement procedure
while practicality is concerned with a wide range of factors of economy, convenience
and interpretability. In an attempt to eliminate bias during the study, the following
steps were taken: The questionnaires were subjected to a pilot study to measure their
suitability, validity and reliability before being finally used in the field, the same
action was used for interviews. Also for the interviews, the questions were semistructured and the same approach was used for each individual person interviewed.
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33
Female
35%
Figure 1 Gender
Of all the respondents in the questionnaire, 65% were male and 35% were female.
Question 2 - Which group of age do you include yourself?
Group of
Age
18-28
29-39
40-50
51-60
60 or more
25%
20%
40%
15%
0%
34
People with age between 40 and 50 years old were the most interviewed with 40%,
people from 18 to 28 years old had 25% of the questionnaire answered, 20% of the
people between 29 and 39 years old, 15% of the people interviewed had between 51
and 60 years old and no one with more than 60 years old was interviewed.
Question 3 Have you ever had any problems with your baggage? (e.g. delays, lost
baggage, etc.)? If yes, what was the problem?
Yes
No
85%
15%
Delays
35
baggage
20%
80%
Question 4 Have you noticed any difference about how your baggage is handled
here in Terminal 5, compared with other terminals and airports?
Yes
No
45%
55%
36
Activity
Speed (time to collect the baggage or
to check in)
Less problems with baggage (e.g. lost
baggage, delays, etc.)
Others specify
Passengers
IIIII IIIII III
IIIII III
IIII(very easy)
I (Overweight was more
adequate)
Many people did notice differences, and most of them notice difference in terms of
speed, less problems during the arrival and some people thought it was easy and fast.
Question 6 Which activities do you consider most and least important when
somebody is dealing with your baggage (please, use the scale of 1 for the most
important and 5 for the least important)?
Table 4 Activities most and least important (handling baggage)
Scale
Security
2
3
4
5
Speed
IIIII IIII
I
IIIII III
III
IIIII IIII
I
Most of the people interviewed thought that security, speed and customer service
(when something happens with your baggage and somebody needs to help you) as the
most important activities and to be sure that my bags are being handled by a fully
automatic system without manual contact after check in was the least important for
them.
Question 7 - Heathrow Airport Terminal 5 is using a high-tech automatic system to
handle baggage. Do you yourself feel more secure with your bags than in other
airports with more manual handling service?
37
When people had the knowledge that their baggage were being deal by an automatic
system, 65% of the passenger felt more secure than their baggage being deal by
humans (staffs) and 35% did not feel more secure with all this technology.
Question 8 In your opinion, what improvement(s) in the baggage handling service
should airports introduce?
Table 5 Improvements at Terminal 5
Improvements
Most of the people interviewed did not give any idea of improvement, but some of
them gave, such as double up on man power, manual labour checks, more
staffs around passenger. Some people interviewed said that with all the technology
that is being using at Terminal 5 there is no need for improvements in terms of
baggage handling.
4.3 - Finding from the interviews
Questions 1 and 2 were personnel and there was no valuable information related to the
objective of the interview.
38
The findings from interviews are structured under the questions as headings:
3) How do you compare the operational baggage system which operates at Heathrow
Airport Terminal 5 from the baggage system which operates in other airports?
4) Is it likely that this new baggage system will be implemented at other terminals?
5) What were the main risks that were faced before the new baggage system was
introduced?
6) How would you explain the operational problems experienced on March 27th?
7) To what extent is the system solving the baggage problems encountered on March
27th?
8) In your opinion do you believe the customers have noticed any differences since
this new high tech baggage system was introduced?
The questions were semi-structured and all the respondents had the same approach.
The objective of the interview is to analyse and investigate the risks and process when
the new baggage system was introduced and also if the passengers noticed any
difference with the new system.
4.3.1 - Question 3
How do you compare the operational baggage system which operates at Heathrow
Airport Terminal 5 from the baggage system which operates in other airports?
The purpose of finding the difference between the operational baggage system at
Heathrow Airport Terminal 5 from the baggage system which operates in other
airports is to check if this new system is more efficient in terms of operations than
other baggage system.
The respondents had the same start saying that the baggage system used at Terminal 5
was unique and it was developed exclusively for Terminal 5. The respondent 1 added:
The baggage system at Terminal 5 was designed by BAA, BA and Vanderland
industries. They used more than 400,000 hours just in softwares developments and
also they needed to get manufactures in 3 different countries, the Netherlands,
Germany and the US to get the system ready.
39
The operational baggage system is basically operated by softwares and the manual
contact happens in two stages, at the check-in point where the staff put the bar code
on the baggage and at the gate point where the carriers get the baggage to put into the
airplane.
All the processes that separate which baggage is going to which airplane, at what time
and what is the final destination are all processed by the system and delivered in the
most efficient manner in terms of time. The respondent 2 added: It is possible due
that this system is unique and it can process up to 12,000 bags per hour through the
tilt tray sorter and at any point in the time there will be 18,000 metres of conveyors
being used for bags entering the system, normally from the check-in or transfer
process. For the passenger who arrives late the system has an 8,000 metres high
speed baggage rail link.
The system has another characteristic which is not usual in airports, the fast bag drop,
which permits the passenger to check-in several hours before the flight. The system
put the baggage in a 4,000 bag capacity until the time of the flight. The respondent 4
added: Every bag entering the system is individually bar coded before being
screening and routed to its destination. It allows the system knows at what time each
baggage has to be ready in the gate point to be collected by the carriers.
The main difference that was seen about Terminal 5 from other terminals is the
number of bags that can be processed (up to 12,000 per hour), the number of bags that
can be stored (4,000 bags) and the tilt tray sorter which can be up to 18,000 metres
which can allow more flights in less time spent to deliver baggage on time and
everything made and processed by software. The respondent 3 also added: The
complexity at Terminal 5 is more depth where the system does everything from the
check-in point to departure gate, from one gate to another during transfer and to
passengers on arrival in the baggage reclaims area in the best time consuming
manner.
4.3.2 - Question 4
Is it likely that this new baggage system will be implemented at other terminals?
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This question has the aim to identify the future possibilities of using such technology
in other terminals.
The respondents again answered that the system at Terminal 5 was developed
exclusively for Terminal 5. But there are plans to future investments in the baggage
system for the other terminals. The respondent 2 added: Well, BAA just redeveloped
Terminal 3 of a new modern forecourt at the end of 2007, but there are plans for 1
billion upgrade for the next ten years which will construct a new automated baggage
link to connect Terminal 1, Terminal 3 and Terminal 5.
Investments in Terminal 1, Terminal 3 and also Terminal 4 that will be using that 1
billion investment plan to improve the processes of baggage system as can be seen on
the table as follow:
Table 6 - Future investments in terminal 1, 3 and 4 at Heathrow
Terminals
Terminal 1
Terminal 3
Terminal 4
Action
The baggage link will be refurbished
and also an upgrade in the existing
baggage system with new check-in
and upgraded x-ray screening
capacity.
An integrated baggage system will be
developed
The baggage link will be refurbished
and a new and integrated baggage
system including the replacement of
existing sorters will be done.
Basically the baggage system used at Terminal 5 will not be implemented in other
terminals, the respondent 5 added: About the chance to the same baggage system that
operates at Terminal 5 can be used in others Terminals, the probability is very low or
even 0% due that the baggage system was done specifically for Terminal 5 with its
dimensions, building facilities, potential number of customers which leads to
potential number of baggage to be processed at the same time, and other Terminals
have its characteristics which would be not similar to Terminal 5.
41
4.3.3 - Question 5
What were the main risks that were faced before the new baggage system was
introduced?
The purpose of this question is to achieve the main objective of this research which is
to identify the main risks that BAA and BA faced before they introduced the baggage
system.
There were several risks faced by BA and BAA during the process until the system
was introduced. The respondent 3 added: The baggage system vision was ambitious.
Before the system was introduced BAA and BA were committed to use tried-andtested technology to mitigate risk. When the team first started the set of installation
the system, the environment was not the perfect one which meant that time, cost,
quality and safety risks all had to be managed. The respondent 2 added: The most
significant risk in baggage handling is the system integration that involves data from
BA and BAA starting to flow between both companies as the team tests the resilience
of the system
The effective transmission of data over the Heathrow and Terminal 5 communications
network was another risk. The respondent 1 added: ...and also its receipt and
understanding by the baggage system, such as core to the testing and management of
the overall baggage product.
The time that staffs had to interact, understood and manage the system was another
risk due that the baggage system was released on 28 th September 2007 to start the
trial, less than 1 year of the date to open the Terminal. The respondent 4 also added:
...BAA and BA started the trainings in a weekly basis instead of daily basis.
4.3.4 - Question 6
How would you explain the operational problems experienced on March 27th?
This question has the objective to understand what factors contributed to the
operational problems experienced on March 27th, the open day of Terminal 5.
42
Almost all the respondents agreed that the operational problems experienced on
March 27th started months before that day. The respondent 5 added: BA and BAA
changed the names and faces that represented both organizations. The respondent 1
also added: Some people have talked about the senior disagreements that did take
place, and that their roles was to get together with their counterparts, understand the
real issue and find a way through.
Also some rumours about BA might not be ready for opening because BA knew that
once they were committed to the open date, the business and reputation damage
would be devastating if dead lines were not delivered or an unknown risk
materialized.
The system problem was the last problem on the opening day, the respondent 6 added:
The problems started with the car parking provision, than with the delay in staff
security screening and staff familiarization which resulted in a backlog of baggage.
Also the respondent 1 added: There was a technical problem with airports threestage luggage processes system. The first stage which was the fast bag drop was
working as expected but the second stage which was the underground conveyor
system became clogged. At that point, the staffs failed to remove the bags quickly. And
the respondent 2 added: The computers also did not recognize staffs identities which
made them not able to log on to the system.
There is no exactly explanation, but some facts that proportioned and helped to
happen what happened.
4.3.5 - Question 7
To what extent is the system solving the baggage problems encountered on March
27th?
This question has the aim to verify the efficiency of the new baggage system.
For this question no statistics numbers were cited by the respondents, they answered
based on what is happening. The problems that happened in the first few weeks were
43
documented. The baggage system has not to do about the delay problem at Terminal
5, the respondent 4 said: ...is happening due other airlines are not getting the
baggage on time, there are also different carriers using different process at
Heathrow. The respondent 1 added: When the baggage is transferred from BA to BA,
the statistics are fairly robust, but when they are coming from other carriers they are
not so.
The figures compared with last year are getting better, but there are much more work
to do due the respondent 3 said that the system can work near the perfection when
the BA flights are all on the same Terminal, using one baggage system and one
baggage team but it is impossible to happen due the capacity of the Terminal 5
cannot get all BA flights, it will be needed to wait until Terminal 5 A and B get ready
to try this move.
4.3.6 - Question 8
In your opinion do you believe the customers have noticed any differences since this
new high tech baggage system was introduced?
This question has the objective to check if the passengers noticed any difference,
according to BAA and BA.
All the respondents believe that the customers noticed differences with the new high
tech baggage system. Respondent 3 said: ...now they can check-in in five minutes,
there is no more need to wait until the check-in is open. Respondent 1 added: ...if the
passengers came early they can use the fast bag drop which will keep in safe their
baggage in the store bag. Respondent 2 added: The technology used in Terminal 5 is
not only to BAA and BA interests but much more for the passengers due that the
objective of the system is to avoid long queue in the check-in, minimize the number of
lost and delayed bags, minimize the time to collect the baggage when the passenger
arrives, everything in the best time consumer manner.
The table below describes some observations during the interviews, the duration and
where the interviews were conducted.
44
RESPONDENTS
Respondent 1
PLACE
Office
DURATION
OBSERVATIONS
30 35 mins
Respondent 2
Office
20 25 mins
Respondent 3
Meeting Room
25 20 mins
Respondent 4
Office
30 35 mins
Very reserved
Respondent 5
Office
25 30 mins
Confident
Respondent 6
Meeting Room
35 40 mins
45
46
Question 5 - Which activities do you consider most and least important when
somebody is dealing with your baggage (please, use the scale of 1 for the most
important and 5 for the least important)?
In this question the passengers interviewed said that speed, customer service and
security were the most important. According to Department of Transportation (2006),
the baggage problems (long baggage claim time, delayed, damage, lost baggage, etc)
are ranked as the second more important on the customer complaints list. It has a high
impact in customer satisfaction and loyalty level. And the least important activity was
the threat of the technology used at Terminal 5 which does not need any manual
contact with the baggage.
Question 7 - Heathrow Airport Terminal 5 is using a high-tech automatic system to
handle baggage. Do you yourself feel more secure with your bags than in other
airports with more manual handling service?
Most of the people interviewed said that they felt more secure that the bags are being
handled with less manual contact. According to Daily Mail (2009), at Heathrow the
numbers of lost bags in the first three months in 2008 were 270,106, which included
the first five days after Terminal 5 opened. People link the term fail with human error
and less people dealing with your baggage means less propability that any problem
can occur.
47
Heathrow Airport Terminal 5 from the baggage system which operates in other
airports?
In this question the operational baggage system at Heathrow Airport Terminal 5 can
be seen as a unique and much more modern comparing to other terminals. Most of the
terminals still have a considerable human content on baggage handling. At Heathrow
Airport Terminal 5, the number of staffs dealing with the baggage is fewer than other
terminals. It can be seen few people working at the check-in points, due the high
number of check-in points automated. In Heathrow Airport Terminal 5, a high tech
baggage system is being used and according to BAA (2008), the new baggage system
is extremely sophisticated and has been designed for performance and reliability.
The baggage system at Terminal 5 was designed more than 400,000 hours of software
development followed to get manufactures in the Netherlands, Germany and the US
to get the system ready. This system is unique and it can process up to 12,000 bags per
hour through the tilt tray sorter, at any point in the time there will be 18,000 metres of
conveyors being used for bags entering the system, normally from the check-in or
48
transfer process. Also there is an 8,000 metres high speed baggage rail link for
passenger who arrives late. Another point is a 4,000 bag capacity store for those
passengers who get to Terminal 5 early.
Every bag entering the system is individually bar coded before being screening and
routed to its destination. All those process is automatic, basically the only manual
contact that the bag has is during the check-in point that the bag is bar coded by BA
staff and when carriers pick up the bag from the point that the bag goes to the
airplane. The main difference about Terminal 5 from others airports is the number of
bags that can be processed (up to 12,000 per hour) and the number of bags that can be
stored (4,000 bags) which can allow more flights in less time spent to deliver baggage
on time. More than 360 airlines in the world use a lot of technology to track their
baggage; the industry standard is the world-trace which is to find lost baggage.
The complexity at Terminal 5 is more depth where the system does everything from
the check-in point to departure gate, from one gate to another during transfer and to
passengers on arrival in the baggage reclaims area in the best time consuming manner.
4)
terminals?
At this question was clear that the new baggage system developed to operate at
Heathrow Airport Terminal 5 was only for that Terminal due the characteristics that
the building had. BAA and BA have a 1 billion plan to spend in other terminals at
Heathrow Airport which can be seen on table 6 pp.41.
According to Loader (2007), operational risk is defined as the risk associated with
human error, systems failures and inadequate procedures and controls during the
processing of business related transactions and the loss of reputation by a failure to
implement the processing correctly. According to Kazda and Caves (2007), the
baggage handling process still has a considerable human content, leading to many
health and safety concerns.
49
It could be a factor the made BAA and BA to implement the 1 billion package to
improve Terminal 1, 3 and 4 because the reputation of an airport can be damaged
because of the human factor mishandling that can occur, leading to a certain number
of lost or mislaid bags. Technology is seen as a solution to minimize those threats that
aviation has.
According to Doherty (2008), the new baggage system cost approximately 200
million. It is nothing compared with the costs that Aviation lost just with baggage
problems, which according to the Journal of Theoretical and Applied Electronic
Commerce Research (2008) the airplanes ship nearly two billion bags per year and the
cost that mishandled bags that aviation industry has to pay is about U$3,7 billion per
year, which does not include delayed flight costs due to baggage problems, refund to
the passenger gate parking costs due to baggage delayed flights, etc. Krzymuski
(2007) adds that it could increase costs in more U$4 billion per year.
5)
What were the main risks that were faced before the new baggage system was
introduced?
There were a lot of risks that were faced before the new baggage system was
introduced. According to Triana (2006), these common risks that companies face, two
areas can be applied for the purpose of the study. First area is the employee due that
people are always unpredictable and that in itself is a huge risk for companies. A
hiring, training and retaining quality employee is a challenge for companies and
causes the biggest expense and a bad reputation for the company. For Heathrow
Airport Terminal 5, it is a constantly risk to be managed. An employees lack of
productivity or un-expectant departure can greatly impact project work and plans for
implementing new products and services. The second area is the technology. The use
of new technology can be very expensive and if it does not work properly it can take
an organization down on both sides, loss of profitability and consumer retention. If an
organization does not keep up with new technology it could be left behind and
become uncompetitive.
The baggage system was very ambitious. BAA and BA had a significant risk when the
system integration that involves data from BAA and BA started to flow between both
50
How would you explain the operational problems experienced on March 27th?
51
At this question there was no one right explanation, but some facts that proportioned
what happened. The first fact was the BAA and BA changes the names that
represented both companies, which could lead to different types of dealing with
people. People can have different understanding from different approach. BAA and
BA thought that it could not bring a different understanding. According to Jeynes
(2002), all risks identified must be collated to reduce overlap and repetition and also a
list of primary risk factors must be done and also a long-term action is needed with an
acceptable time scale, considering the cost implications and the potential results of
planned actions. BAA and BA did not plan properly due the changes that both
companies had.
Another factor was the disagreement about the senior management which their roles
was to get together with their counterparts, understand the real issue and find a way
though. According to Chapman and Ward (2003), the action required to minimize the
risks at the operational management level, could range from technical analysis of
potential risks, replacing of existing equipment, training for specified group of
workers, recruit internal staff or making contract with external sources in order to upgrade skills or knowledge base and expertise and establishing more effective, widespread information that include all relevant group of workers.
The changes made by BAA and BA did not up-graded skills or knowledge, it just
consumed time.
The system problem was the last problem on the opening day which many problems
came at the same day in a snowball effect. The problems started with the car parking
provision, which was no clear signal and also was far away from the terminal, delay
in staff security screening and staff familiarization which resulted in a backlog of
baggage. There was a technical problem with airports three-stage luggage processes
system. The first stage which was the fast bag drop was working as expected but the
second stage which was the underground conveyor system became clogged. At that
point, the staffs failed to remove the bags quickly. The computers also did not
recognize staffs identities which made them not able to log on to the system.
52
The operational problems caused on the 27 th March, started with the planning on the
early stage of construction, production and development of the Terminal itself. More
tests could be done in order to avoid and understand all the risks that could happen.
7)
March 27th?
According to Kazda and Caves (2007), baggage handling is becoming a critical
activity. The airlines are trying to shorten the turn round time between individual
flights and at the same time, the average load factors are increasing.
The problems that happened in the first few weeks were documented and in terms of
statistics the number of errors is less than was before. Delays are still happening but
this has nothing to deal with the baggage system, it is happening due other airlines are
not getting the baggage on time, there are also different carriers using different
process at Heathrow. When the baggage is transferred from BA to BA, the statistics
are fairly robust, but when they are coming from another carriers they are not so. The
figures compared with last year are getting better, but there are much more work to
do. The system can work near the perfection when the BA flights are all on Terminal,
using one baggage system and one baggage team.
In Denver Airport, Colorado, USA, the baggage systems US$ 186 million original
construction costs grew by US$ 1 million per day during months of modifications and
repairs. In August 2005 it became public knowledge that United Airlines was going to
abandon the system (Doherty, 2008). It does not look like the case at Heathrow
Airport Terminal 5 because the system is working as expected when BA deal with
BA, but all the potential that is expected can be seen just when flights from BA are all
in the same Terminal using one baggage system and one baggage team.
8)
In your opinion do you believe the customers have noticed any differences
baggage system. They appointed some points which could be the differential. The
check-in could be done in 5 minutes, the passenger could came early and using the
fast bag drop could do the check-in hours before the flight and the baggage would be
kept in the 4,000 storage bag that the Terminal provides. BAA and BA said that all the
technology used at Heathrow Airport Terminal 5 is not only to BA and BAA interests
but much more for the passengers due that the objective of the system is to avoid long
queue in the check-in, minimize the number of lost and delayed bags, reduce the time
spent to collect the bag on the claim hall and so on.
The questionnaire done with passengers at Heathrow Airport Terminal 5 at the arrival
and departure points gave the opinion that 55% of the people interviewed did not
notice any difference about how the baggage is handled in Terminal 5, compared with
other terminals and airports.
Passengers cannot be familiarized with the new system, but more important is that the
questionnaire with passengers showed that most of them feel more secure with an
automatic system that need less manual contact with their baggage.
54
55
passengers are not well informed about the fast bag drop and because there is no staffs
around to explain it.
A case study of Heathrow Airport Terminal 5 was chosen due the high tech baggage
system that the airport is using to analyse what the theory say about risk management
and what people who work at the airport had done. A better understanding of risks
must be known by management level due that their decisions point where the process
goes and it is crucial that a wrong decision made about any kind of risk can be much
bigger in the future.
The timescale for the process of understanding the new baggage system that was done
was not enough, due that on the opening day many staffs did not know how to deal
with potential issues.
The analysis concluded that what the theory say about risk management many times
were not applied during the process of operations at the time that the new baggage
system in Heathrow Airport Terminal 5 was introduced which contributed to result the
catastrophic opening day on 27th of March 2008.
6.2 Recommendations
Recommendations are divided in two parts. The first one is specifically to Heathrow
Airport Terminal 5 and the second one is general to aviation.
Training must be done to all employees that have any task linked with the
baggage system and handling baggage in order to understand all the process of
the new baggage system.
56
The fact that the new baggage system is 100% operated by machines and
softwares does not mean that the company does not need to have staffs around
to look after the processes. BA and BAA could have more staffs where the tilt
trays and conveyors are in order to minimize and identify any constrains that
may happen.
BAA has plans to improve the baggage system of other terminals. BAA should
focus on operational risk management in order to identify and avoid risks and
also be ready for any issue that may occur during the process of the
improvement.
More staffs around the kiosks that permit the passenger to use the fast bag
drop clarify any doubts about it and also to help the passenger how to use and
the benefits that it can bring.
Minimizing risks must be the priority in any improvement. The theory helps to
understand how to deal with potential risks and also gives strategies about
minimizing risks. The management level that leads the process must be
comfortable with potential risks that will occur.
Timescale is crucial. Any small delay in the early stage becomes a big delay in
the future. Plan the timescale appropriated with possible delays at some points
and also if the time given is not enough to be sure that the process is finished,
do not make decisions based on the first timescale. It needs to be adapted for a
good and acceptable standard.
57
Personal Development Plan can be defined as a process that helps you to think about
your own learning, performance and/or achievements and to plan for your personal,
educational and career development. Personal Development Plan or PDP helps
learners think, not only about the learning that has already taken place, but also
planning for the future.
7.1 - S.W.O.T. Analyses
An S.W.O.T. analysis is a good tool to identify the strengths, weaknesses,
opportunities and threats that will lead me to decide what action plan I will take.
Strengths and Opportunities
-
Versatile: Good at doing a lot of different things and able to learn and develop
new skills quickly.
Problem solving: I can hear the situation and make decisions without showing
emotions.
Curious: Everything I am interested at, I look for more informations and I try
to learn by myself.
58
Time-management: I try to do a lot of things at the same time and in the end I
always have too much work to do in a short period time.
Shy: I feel shy when I am not comfortable with the subject or if I do not know
the people. I also feel shy when I have to do presentations in front of people.
59
Date to be
achieved
May 2009
July 2009
September 2009
January 2010
5. Increase knowledge/carrier
development
July 2010
60
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62
Articles
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64
Appendices
Appendix 1 - Risk factors identified: premises, product, purchasing
Risk factor
Employment:
location/skills/demographic
Premises
Access, size/capacity,
facilities, car parking,
image
Legislation:
employment/health and
safety/environment/other
Security
Competition:
industry/consumer/internal
Unreliable power
supply locally, poor
local amenities,
growing sector/no
purpose built premises,
image: nearby derelict
shops
Finance: internal/external
Increasing maintenance
costs, cost relocation of
key staff, cost insurance
and security, incentives
for staffs
Product
Purchasing
Age of
workforce
(10%to retire
in 10 years),
mid life-cycle
stage of
product,
distribution
routes, local
skill base
Fire risk re
use of
materials,
need for safer
substitute
materials,
product
safety
features,
disposal
when
obsolete,
amount/type
of packaging
used
Copyright
protection,
storage and
warehousing,
access to
data, pilfering
smalls parts
Decline in
traditional
industries
locally, shotterm life span
so constant
up-date
needed, new
R&D
facilities
needed
Increasing
cost
materials,
cost of scrap,
high cost
packaging re
price,
increased
transport
Distribution
routes, few
local suppliers,
poor
communication
link with
production
Common
features
Occasion
and
distribution
channels
Need to source
safer materials,
poor facilities
for drivers,
insufficient
storage,
disposal of
waste
Inadequate
storage
facilities,
need for
new sources
safer
supplies
Perimeter
fence damaged
and stores not
fully secured,
checking-out
system not
working
Turnaround
time for
deliveries
increase,
packaging,
limited access
to eco-friendly
substitute
materials
Local
security
measures
inadequate,
internal
security
systems
Packaging
and disposal
image/R&D
Increased cost
of transport,
late payment
by customers,
our late
payment
restricting
supply from
main supplier
Cost of
materials,
cost of
insurance,
fuel costs
65
costs
People
Procedures
Protection
Employment:
location/skills,
demographic
Low levels of
skills locally,
need for
training, high
level temporary
work contract
used
Welfare
facilities
limited, health
concerns re
light noise
levels, high
staff turnover
Worker
inexperience,
recording
procedures not
fully working
IT systems not
secure,
authorized
access systems
not fully
working
Competition for
skilled staff,
retaining trained
staff few young
people in
industry
Data protection,
need to monitor
internet use,
virus control,
secure storage
of vehicles
Compliance
with quality
system in
workshop, need
to replace 2
machines, speed
of finishing
goods, stock
control
Cost of
waste/scrap,
cost of rework
for low quality,
increase in
customer
returns
Flexible
working and
need for staff
cover for
absence,
unauthorized
access to site
Worker
protection
measures, need
to up-date H&S
training, no
proper
consultation
system in place,
protection of
young workers,
noise levels, fire
hazards
Potential arson
at edge of site,
unauthorized
use of vehicles
Legislation: employment,
health & safety,
environment, other
Security
Competition:
industry/consumer/internal
Finance: internal/external
Cost of training,
rising cost of
employment,
high sickness
absence over,
12 months
period
Need to
substitute safer
materials, use of
PPE, health
surveillance in
paint shop,
maintenance,
disposal of
hazardous waste
Common
features
Staff turnover
and absence
Noise levels,
hazardous waste
and scrap,
training and
supervision
Vehicles, IT
systems
Image of
premises,
protecting
access to
supplier base,
competing for
skilled staff
Competing for
staff, quality of
product`
Cost of
replacing old
equipment,
need noise
reduction
measures, cost
supply of PPE
for new staff,
increasing wage
bill, access to
pensions 2001
onwards
Employment
costs,
investments in
plant &
machinery
66
Processes
Lack skill in new
workers, little choice
about process, some
work repetitive
Legislation:
employment, health &
safety, environment
Security
Competition: industry,
consumer, internal
Finance:
internal/external
Performance
Targets not set
consistently across
firm, data collected
incompatible across
firm, discipline
procedures too heavyhandled
Internal procedures for
dismissal not used
correctly, RIDDOR
details not collated, noone monitoring
sickness absence, need
to review power use re,
climate levy
Close-knit local
community and access
to sensitive information
Common features
Way work is measured
against targets, skills
Inconsistent against
MSS criteria, poor
industry bench mark
rating
Cost of absence,
potential cost of levy,
potential loss of market
share
Replacing equipment,
use of existing systems
67
Legislation:
employment, health &
safety, environment
Security
Competition: industry,
consumer, internal
Finance:
internal/external
Planning
Access to temporary
staff, involving mobile
staff, little current
knowledge of future
skills needs, changes
needed to employment
practice
Use of new materials in
planned production,
time available to
existing staff to find
new suppliers, lack
internal competence on
H&S
Poor base of relevant
data to draw on
Access to relevant
market data, internal
and external,
technology expertise
Minimal value
remaining in existing
plant, substantial
investment required,
both short and log term
Policy
Existing employment
policies not adhered to,
no policy on disability
or rehabilitation,
discipline & grievance
procedure too
cumbersome
Need for smoking
policy, gaps in
compliance with H&S
regulations, policy on
disposal of obsolete
goods
Common features
Employment practices,
identify future needs
Security of personnel
records
Need for eco-friendly
purchasing, market
awareness
Access to data
Investment
Market analysis
68
Appendix 5 - Questionnaire
Questionnaire
1) Specify your gender.
a) Male
b) Female
a) 18-28
b) 29-39
c) 30-50
d) 51-60
e) 60 or more
3) Have you ever had any problems with your baggage? (e.g. delays, lost baggage,
etc.)? If yes, what was the problem?
a) Yes
b) No
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4) Have you noticed any difference about how your baggage is handled here in
Terminal 5, compared with other terminals and airports?
a) Yes
b) No
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b) No
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5) What were the main risks that were faced before the new baggage system was
introduced?
6) How would you explain the operational problems experienced on March 27th?
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