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THIAISSUIVIPTIONTJNIVERSITTI

IMPROVING AIR CARGO HANDLING OPERATION:

THE CASE OF AN INTERNATIONAL AIRLINES IN TAIWAN

By

DETHPON LAPPHIPHITMONGKHON

A Final Report of the Six-Credit Course

SCM 2202 Graduate Project

Submitted in Partial Fulfillment of the Requirements for the Degree of

MASTER OF SCIENCE IN SUPPLY CHAIN MANAGEMENT

ABAC School of Management

Assumption University
Bangkok, Thailand

October 2008
Project Title Improving Air Cargo Handling Operation

Case Study: An International Airlines in Taiwan

Name Mr. Dethpon Lapphiphitmongkhon

Project Advisor Asst. Prof. Dr. Sompong Sirisoponsilp

Academic Year October 2008

ABAC School of Management, Assumption University has approved this final report
of the six-credit course, SCM 2202 Graduate Project, submitted in partial fulfillment
of the requirements for the degree of Master of Science in Supply Chain Management.

Approval Committee:

&Ad oga.,,a
(Dr. Peeratarat Ittarattanachoke) (Asst.Prof. r. Sompong Sirisoponsilp)

Committee Advisor

(Dr. Chayakrit Charoensiriwath)

Chairman

October 2008
 Assumption University
ABAC School of Management
Master of Science in Supply Chain Management

Form signed by Proofreader of the Thesis/Project

Asst. Prof. Brian Lawrence , have proofread this thesis/project entitled

"Improving Air Cargo Handling Operation: the case of an International Airline in Taiwan"

Mr. Dethpon Lapphiphitmongkhon

and hereby certify that the verbiage, spelling and format is commensurate with the quality of internationally
acceptable writing standards for a master degree in supply chain management.

Signed
(Asst. Prof. Brian Lawrence)

Contact Number / Email address blawrence@au.edu

Date: I 171-ASS
 ABSTRACT

The main business for airfreight companies is to deliver shipments rapidly,

punctually, and with the highest quality possible. The international airline, which is

the focus of this case study, has established a service level rate of 97%, which means

that 97% of all shipments should arrive on time. To date, the TG Cargo Terminal at

Bangkok, which handles airline shipments, has not achieved this level of accuracy.

Therefore, the purpose of this project is to study the existing air cargo handling

operation of a selected airline, to determine the problems which occur and the causes

of the problem associated with the air cargo handling operation, and finally, to

propose solutions to the problem uncovered.

The Business Process Reengineering method (BPR), has been utilized as a guide to

structure the work. The information was gathered with the assistance of existing TG

flowcharts, observations of the actual handling flow, personal interviews, and

statistics from airlines which are the subject of this case study. The information was

analyzed using existing theories as problem areas were identified. The general

factors isolated in the airport terminal that affect time delay, or called "offloaded,"

were Man, Machine, Material and Method.

Two areas with the highest deviation were the ULD reweigh area and the Load

Planner & Manifest area. These two areas were selected for further in-depth analysis

using a tracking method. The investigation revealed that staffs lack experience, have

high turnover rates, with an imbalance in KPI measurements between airlines and TG

cargo, and traditional work practices are used.

The primary conclusion is to recommend improving staffs by internal communication

within teams. Training is also necessary to increase their specialization while reducing

the size of document flows.

ii
 ACKNOWLEDGEMENTS

This was a graduate project for Supply Chain in the Master of Science program in
Supply Chain Management.

This project has been carried out for an international airline at the TG cargo terminal
in Suvanabhum airport in Bangkok, Thailand. The purpose of this study was to
improve air cargo handling operation.

I would like to express my thanks to the employees at the TG terminal in

Suvanabhum airport. Without their support, their patience during the interviews, and
their contribution in the discussions, this project would not have been possible.

iii
 ,
ASSIAlifrilONTINTVERSITVT

TABLE OF CONTENTS

Page No.

Chapter I — Introduction
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Research Objectives 4
1.4 Scope of the Research 5
1.5 Limitations of the Research 5
1.6 Significance of the Study 5

Chapter II — Review of Related Literature and Studies

2.1 Definition of Air freight service 6

2.2 Process Improvement 7
2.3 Process Mapping 10
2.4 Advantages & Disadvantages of Process Mapping 13
2.5 Previous Studies 14

Chapter III — Research Methodology

3.1 Mapping AS-IS Process 19
3.2 Analysis AS-IS Process 21
3.3 Identify TO-BE Process 22
3.4 Develop Implementation Plan 22

Chapter IV — Data Analysis

4.1 Mapping AS-IS Process 23
4.2 Analyze AS-IS Process 27
4.3 Identify TO-BE Process 33
4.4 Develop Implementation Plan 37

Chapter V — Summary of Findings, Conclusions and Recommendations

5.1 Summary of Findings 40
5.2 Conclusions 40
5.3 Recommendations 40
5.4 Future Study 40

References 41

Appendices 43

iv
List of Tables

Tablel.1 the Service Level of Airlines in Year 2007 4

Table4.1 Depth-Analysis by Tracking Method in ULD Reweigh 34
Table4.2 Depth-Analysis by Working Quantities and Working Hours 35
Table4.3 Depth-Analysis by Tracking Method in Planner &Manifest 36
Table4.4 Working Performance Records of 31 Irregular Shipments 38
Table4.5 Basic Computation in ULD Reweigh 39

v
List of Figures

Figurel.1 Basic Air Cargo Export Procedures 2

Figure2.1 Models of Reengineering 8
Figure3.1 Research Framework 18
Figure3.2 Main Operational Flow of Air Exports 20
Figure4.1 Air Exports Flow Charts in Detail 24
Figure4.2 Tracking Methods by Shipments, Wait &Process times, Defects 28
Figure4.3 Tracking Method by Documents, Wait &Process times, Defects 29
Figure4.4 Total 25 Random Shipments & Documents 30
Figure4.5 Fishbone Diagram: Cause & Effects Analysis 31

vi
 CHAPTER 1

INTRODUCTION

The Boeing Company estimated that the airfreight business has presently enjoyed a

growth rate at 6.1 percent per annum, and from now on up to 2025 that the growth

rate of this business will rise by an average of 6.9 percent per annum. In other words,

it is natural to expect that airlines are expanding the fleets and their own capacities of

airplanes in order to meet demands in airfreight strengthen increasingly and

continuously. In Thailand, likewise, ai rfreight has been accepted as an attractive

shipping mode for exports, considering the continuing increase in airfreight tonnage

during the Years 2000-2007.

Most people are aware that the goods transported by airfreight are items of high value

requiring an on-time and secure delivery service especially for some exported goods

such as hard disk drives, spare parts, gold and silver, fashion apparels etc., or even

perishables and vegetables themselves that are very time-sensitive. Airfreight charges

are relatively high. Any costs incurred due to shipment delays are equally high.

Shipment delays would result from missed flights, commonly known "offloaded".

1.1 Company Background

The company which is the subject of this study is an international airline with its

headquarter in Taiwan, which is providing air transportation services to accommodate

both passengers and cargoes. Nowadays the company operates more than 40

passenger aircraft serving more than 40 major cities across USA, Europe and Asia.

The company has operated its business in Thailand since 1992. The average annual

revenue is approximately 3.09 billion baht, with about 40 % of revenue from

passenger services and 60% from cargo services. To serve passengers' needs, the

1
 TIM ASSUMPTION TYNTVERSITYTrr

company differentiates the service into economy class, deluxe class and business

class. In relation to cargo business, the company carries high value and sensitive

items, such as hard disk drive and significant electronic parts, approximately at 70%

of total capacities; 20% is devoted to perishable cargoes and the remaining 10% to

garments. The company's key customers are global big-name freight forwarders

such as UPS global service, DHL forwarding express, Panalpina, Agility Logistics

and CEVA freight logisticis and Schenker,. who represent global accounts such as

Western Digital, Seagate, IBM, Celestica ,Nike, Saralee, and Nautica. The annual

tonnage capacities have expanded by 13.6% from Year 2005 (20,296.23 tons) to Year

2006(23,063.9 tons); and 17.6% from Year2006 (23,063.9 tons) to Year 2007(27,134

tons), while the entire exporting business in Thailand has also enjoyed growth.

Presently, the company has developed a good reputation among its customers in terms

of on-time delivery and shipment security.

The next section will briefly describe the air cargo operation in the case-study

company.

1.1.1 The basic model of air cargo operation

(Material, information, process) (Material, information, process)

Freight TG Service Airlines

forwarders Cargo

Figure1.1 Basic air cargo export procedures

2
In an air cargo operation, there are three main parties concerned, including agents

(freight forwarders); Thai Airways (TG) ground handling and the Airline start with

agents (freight forwarders), whose responsibilities are to pick up the goods from

factories (shippers), move the goods to the airport terminals, and prepare export

documents. When the goods flow into areas of the airport terminal, they are moved

into various operations such as shipment weight area, staging area, ULD built up

areas, and collecting document area, which are handled by the Thai Airways (TG)

service cargo company. In addition, Thai Airways (TG) service cargo is an

intermediary which transfers flows between agents (freight forwarders) and airlines.

Therefore, before the goods are loaded completely into airplanes, the last processes

are that Thai Airways (TG) service cargo has to coordinate the airlines which are

concerned about the preparation of export documents, the ordering inspection of

goods after being built up into ULD, the IT system coordination between Thai

Airways (TG) and airlines, etc. Whenever these processes are completely done, the

cargoes are moved and loaded into the airplane as together with the required export

documents. That is the end of the operation.

The company has received serious complaints from its customers regarding the

problems of offloading which occur when the shipment misses a flight (Luo and

Cakanyldrm, 2005). The problem sometimes causes customers to switch to other

competing airlines. As a result, the company has suffered from a drop in revenues,

and expensive claims or compensation to customers due to offloaded shipments.

1.2 Statement of the Problem

As studied by research, the company has experienced service complaints from their

customers (freight forwarders) in terms of the missing flight of cargoes, called

3
"offloaded". The existence of the problem affected the business through decreased

revenues and long-term negative image. Although ad-hoc solutions are implemented

on a daily basis, they are not the most effective and efficient way to resolve the

original problems. Based on the company record in 2007, the levels of service failure

as a percentage, show the obvious results of mis-flights especially in peak months and

compared with the company's service level standard of 97%. As a result, the

company itself could not reach its set service level, because of a difference of 5.5%

which has an estimated value of 100miilion baht a year. In addition, there have been

compensation claims for damage which occurred because of missing flights, and the

goods are varied, such as perishables and hard disk items.

Month Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Total

Non- 1,30 1,23 1,44 1,081 1,143 1,211 1,567 1,332 1,643 1,843 1,74 1,486 17,03

Offload 0 8 8 4 6

shipment

Offloaded 20 12 87 28 30 240 287 302 200 39 103 151 1,593

shipments

Total 1,32 1,25 1,76 1,109 1,173 1,451 1,854 1,634 1,843 1,882 1,84 1,501 18,62

shipments 0 0 5 7 9

Standard 98% 99% 82% 97% 97% 83% 85% 82% 89% 98% 94% 99% 91.45

Level %

(97%)

Table1.1 The service level of airlines in Year 2007

1.3 Research Objective

• To study the existing air cargo handling operation of the case airline

• To determine the problems occurred and the causes of the problems associated

with the air cargo handling operation

• To propose solutions to the problems uncovered

4
1.4 Scope of the Research

The scope of research to be covered in this study is to examine the operational

activities of air cargo handling, which are seen as how people, process and technology

are synchronized and practiced in this area. Therefore, this operational process starts

from the goods inflow into cargo handling through various interrelated activities

between function to function such as goods check-in; X-ray area; weight

measurement area; ULD built up area until the end of the process when the goods are

delivered at the origin point at Bangkok airport. The BPR method is applied in this

study which the findings contain:

• Significance to the business

• Degree of process failure

• Customer concerns

• Volume of paper work

• Long-lead time

• Financial cost to organization

1.5 Limitations of the Research

• This project is based on using business process reengineering in the data

collection until the results.

1.6 Significance of Study

• To understand the associated problem and factors affecting the air cargo

handling operation in terms of cargo offloaded.

• To be useful for other airlines to improve their service operation in this

industry

.5
 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

2.1 The definition of Air freight service

Jittangwatana,(2005). stated that air freight business is a transportation service of

characteristic goods in parcel or packing, and documents as well as postal items, from

one origin point to final destinations.

2.1.1 The characteristics of Air freight business

Jintangwatana,(2005) stated that Airfreight has played a greatly important role in

facilitating commercial business. Many countries have developed their commercial

airports to be modern, while expanding and improving their airport terminals to

respond to the intense demands. Also, modern and advanced equipment is brought

into use in order to increase the effectiveness and efficiency of the airport operation.

Today's airfreight business has been characterized by three developments:

• Investment and entrepreneur

Investment in this business field involves a lot of money, and there must

be highly qualified personnel selected, with highly technical know-how to

operate the functions, as well as high quality of equipment and good

maintenance. This affects the high price of this transportation service.

• Management Efficiency

The airfreight mode is faster than other modes of transportation. This is

suitable for various kinds of perishable goods with short product-life of

cycles, as well as high value component parts etc. In addition, the

advantage of air transportation is faster clearance of documents and goods.

6
 • Limitations

Because of fixed costs like airplanes, high-value equipment and terminal

rentals, high values of losses are incurred by unexpected accidents or even

business shut-down.

Referring to theses as well as many articles from the Emerald site, there are various

techniques used to improve the operational activities of the different natures of each

organization. In other words, the most effective and suitable tool considered for use

in this project is described mainly as the business process reengineering method;

other various techniques are used such as 7 management tools and Benchmarking,

which will be explained conceptually in this section.

2.2 Process Improvement

According to the Handbook for Basic Improvement (1996), 'process improvement'

means making things better, not just fighting fires or managing crises. It means setting

aside the customary practice of blaming people for problems or failures. It is a way of

looking at how we can do our work better

2.2.1 The definition of Business Process Reengineering (BPR)

Reengineering is the fundamental rethinking and radical redesign of business

processes to achieve dramatic improvements in critical, contemporary measures of

performance such as cost, quality, service and speed (Subramanian et al.(1999). The

BPR step is divided into five main methodologies.

7
 provIme
Implement Continuously
Reengineered • Initiate Ongoing
Design To-Be processes measurement
Processes • Evolve • Review
• Benchmark Implementation performance
Map & Analyze As- processes Plan against target
Is • Design To-Be • Prototype & • Improve process
Process processes simulate continuously
• Create Activity transition plans.
Prepare for • Validate To-Be
BPR Models processes • Initiate training
• Create Process programs
• Build Cross • Perform Trade-off
functional Models • Implement
Analysis
team • Simulate &
• Identify Perform ABC
Customer • Identify
driven objective disconnects &
• Develop value adding
Strategic
Purpose

Figure 2.1 Models of reengineering

2.2.1.1 Prepare for Reengineering:

This first level of the Business Process Reengineering (BPR) process involves cross-

functional cooperation and significant changes to the status quo. The planning for

organizational changes is difficult to conduct without strategic direction from the top.

. Another important factor to be considered while establishing the strategic goals for

the reengineering effort is to make it the first priority to understand the expectations

of customers and where the existing process falls short of meeting those requirements.

Having identified the customer-driven objectives, the mission or vision statement is

formulated. The vision is what a company believes it wants to achieve when it is

done, and a well-defined vision will sustain a company's resolve through the stress of

the reengineering process.

8
2.2.1.2 Map and Analyze the As-Is Process:

Before the reengineering team can proceed to redesign the process, they should

understand the existing process. The main objective of this phase is to identify

`disconnects' (anything that prevents the process from achieving desired results and in

particular information transfer between organizations or people) and value adding

processes. This is initiated by first the creation and documentation of Activity and

Process models making use of the various modeling methods available. Then, the

amount of time that each activity takes and the cost that each activity requires in terms

of resources is calculated through simulation and activity based costing (ABC). All

the groundwork required having been completed; the processes that need to be

reengineered are identified.

2.2.1.3 Design the To-Be process:

The objective of this phase is to produce one or more alternatives to the current

situation, which satisfy the strategic goals of the enterprise. The first step in this phase

is benchmarking. `Benchmarking' is the comparing of both the performance of the

organization's processes and the way those processes are conducted with relevant

peer organizations to obtain ideas for improvement. The peer organizations need not

be competitors or even from the same industry. Innovative practices can be adopted

from anywhere, no matter what their source. Having identified the potential

improvements to the existing processes, the development of the To-Be models is done

using the various modeling methods available, bearing in mind the principles of

process design. Then, similar to the As-Is model, we perform simulation and ABC to

analyze factors like the time and cost involved. It should be noted that this activity is

an iterative process and cannot be done overnight. The several To-Be models that are

9
finally arrived at are validated. By performing a trade-off analysis the best possible

To-Be scenarios are selected for implementation.

2.2.1.4 Implement the Reengineered Process:

The implementation stage is where reengineering efforts meet the most resistance.

2.2.1.5 Improve the Process Continuously:

Wherein the process is remapped, reanalyzed and redesigned. Thereby continuous

improvement of performance is ensured through a performance tracking system and

application of problem solving skills. Continuous improvement (TQM) and BPR have

always been considered mutually exclusive to each other. But on the contrary, if

performed simultaneously they would complement each other wonderfully well. In

fact Continuous improvement (TQM) can be used as a tool to handle the various

problems encountered during the BPR effort and to continuously improve the process.

In corporations that have not adopted Continuous improvement (TQM) culture as yet,

application of Continuous improvement (TQM) to the newly designed processes

should be undertaken as a part of the reengineering effort.

The next section describes various methodologies and tools applied in each step of

BPR. Thus, there are Seven Management tools and Benchmarking techniques

which are explained in quality management and process improvement, while

process mapping is a technique used to visualize and understand the process.

2.3 Process Mapping

Marrelli (1998) stated that Process mapping is the step-by-step description of the

actions taken by workers as they use a specific set of inputs to produce a defined set

of outputs. The resulting process maps depict the inputs, the performers, the sequence

of actions the performers take, and the outputs of a work process in a matrix or

10
 THEASSUMPTION 'UNIVERSITY T /t A

flowchart format, usually combining both words and simple graphics. The maps may

also include the elapsed time required to perform each step, the feedback the

performers receive, conditions of work, consequences, and other elements. Process

mapping is also known as system task analysis, process task analysis, process

diagramming, and work mapping (Langdon, 1999, 2000; Marrelli, 1998; Siever,

1993; Swanson, 1994; West, 1997). Depending on the span of the process of interest,

a process map may focus on an entire organization, a business unit, a division, a

function, a work group, or even an individual performer. If the process involves a

complex entity such as a business unit, a series of maps may be produced beginning at

the highest level, for example, the business unit, and then proceeding to lower levels

such as division and work group (Langdon, 1999). Process mapping is typically

conducted by a facilitator working with a small group of performers who are

especially knowledgeable about the process. This group often includes the process

owner, top performers, and representatives of each work group that participates in the

process. The facilitator prompts the group to define the work groups involved, the

process inputs and tasks, the sequence of tasks, the resulting outputs, and any other

elements of importance.

2.3.1 Applications of Process Mapping in Performance Technology

2.3.1.1 Performance and Cause Analysis

Process mapping can be a powerful tool for both identifying performance

i mprovement needs and determining the underlying causes of performance problems.

Once a process is mapped, it is easy to spot redundancies, omissions, insufficient

work support, ineffective communication and workflow, and other obstacles that

impede the performance of work (Langdon, 2000; Marrelli, 1998; West, 1997).

11
 THE ASSUMPTION UNIVERSITYTIM "'

2.3.1.2 Job Analysis

Process mapping can be an excellent data collection method for identifying job duties

and tasks because in defining a work process we are describing the specific actions

each person takes. It also offers a systemic view of work, so we see each employee's

work in the context of the complete workflow and interactions with others rather than

only studying the work of one person at a time.

2.3.1.3 Competency Modeling

Process mapping can also provide an efficient technique of data collection for

competency modeling. Langdon (2000) suggests using each element described in the

process map as a framework for competency identification. After the process map is

completed, a small group of top performers identifies the competencies needed for

each element (e.g., inputs, process steps, feedback). For example, for each process

step, the performers name the competencies they need to successfully execute that

step (Langdon and Marrelli, 2002).

2.3.1.4 Instructional Needs Analysis

A process map can be an excellent approach to identifying the content that should be

included in an instructional course, manual, or job aid intended to help workers

execute a process. The detailed step-by-step descriptions included in process maps

provide a clear and concise blueprint for content. As a quick overview of a process,

the maps also provide a handy job aid for employees.

2.3.1.5 Organizational Development

For organizational development initiatives such as business process improvement,

workflow designs, or reorganizations, process mapping offers an excellent approach

to understanding the current "as is" state and a detailed, visual guide to areas for

12
improvement (Langdon, 1999, 2000; Marrelli, 1998; Siever, 1993; Swanson,

West, 1997). As the project continues through the design stage, process mapping can

be used to develop a prototype of the re-design and check its effectiveness (Marrelli,

1998).

2.3.1.6 Communication

Many people in organizations find it easier to understand performance problems and

their consequences when they see visual depiction. The data collected in process maps

are often more compelling to executives and managers, for example, than a narrative

report or an oral presentation. They often seem to more quickly grasp the nature of

performance challenges and their negative impact when they see a process map.

2.3.2 Advantages and Disadvantages of Process Mapping

As a method of data collection, process mapping has both advantages and

disadvantages.

2.3.2.1 Advantages

• Process mapping helps the performance technologist develop a systems view of a

situation, because the map highlights the interactions of several individuals or work

groups and how the work of one entity is affected by the work of another.

• Creating the maps guides one through a thorough step by- step appraisal of a

performance situation.

• The mapping technique can be adapted to studying the work of entire organizations

or business units, functions, work groups, or individuals.

• As much or as little detail as is needed for decision making can be collected.

• Process mapping requires a small investment of time and employee involvement in

order to collect a large amount of valuable data.

13
• Employees are usually very comfortable describing their work processes and do not

hesitate to provide candid information.

• Completed process maps can also serve as effective educational and communication

tools.

• Process mapping provides straightforward data that require little or no interpretation.

2.3.2.2 Disadvantages

• Process mapping typically is based on input from only a small group of employees.

However, wider input can be achieved by circulating the draft map to a larger group

for review and feedback.

• It requires a high level of facilitation skill to guide a group through the process

mapping exercise.

• Persons who do not like working with detail can find it very difficult to sit for the

time usually required to create a process map.

• As with most data collection methods, the quality of the data collected depends

heavily on the accuracy of the information provided by participating employees.

2.4 Previous Studies

Cohen (2003) studied the service delivery improvement of Lufthusa cargo airlines in

Norway. This study conducted a critical analysis of the operational process of SAS

cargo handling which manages the operational handling services for Lufthunsa cargo

airlines. The researcher found that the mismatch in objectives between Lufthunsa

cargo and SAS cargo was due to Lufthusa's goal being to perform delivery service to

98% but the SAS cargo level of delivery service was measured at 95%. Therefore,

this thesis conducts the BPR method to improve delivery accuracy in cargo

14
operational handling and there are various methodologies and techniques to be

applied in each step of BPR.

However, the author has applied BPR into 7 steps according to by Khan (2000). These

steps start with defining the process; observing the process; collecting process related

data; analyzing collected data; identifying improvements areas; developing

improvement areas; and implementing improvement areas. Meanwhile, the data

collections are obtained by interviews and observation, as well as documents of

handling flows from Lufthusa and SAS cargo handling. Also, the analysis of process

uses many tools like Seven Management tools and Benchmarking to compare with

competitive industries, and a process mapping technique is used.

During the research, the author has examined the export and import process flow of

cargo operational handling which are divided into the following functions.

Firstly, the export the handling flow measure process functions consist of

• RCS — Shipments accepted

• FFM/DEP — Flight departed

• FWB — Flight departed

• TMD/TME — Actual time of departure

While the import handling flow consist of the following details

• FAR — Flight arrived

• RCF/DIS — Goods check in

• NFD — shipment notified

• DLV — shipment delivered

Consequently, RCS in the export handling flow and RCF and NFD in the import

handling flow are the factors affecting delivery accuracy. Thus, five criteria are used

in selection of the most critical areas:

15
 1. Elimination of work time wasted by PCR performance correction

2. Direct responsibility for bad performance

3. Having direct effect on consumers

4. Synergy effects with other areas

5. Influencing important performance requirements of LHC

Therefore, RCF is the most critical area of the problems which occur and has potential

for improvement. The author has used the process of RCF which is divided into two

areas, which are:

• Check-in ULD area — i s responsible for check in of all incoming ULD

(containers or pallets from aircrafts and trucks)

• Check-in Belly area — is responsible for checking in all belly transports

coming only from aircraft.

Meanwhile, these two critical areas are caused of delayed goods, due to the ULDs

which are brought directly to the ULD port and the belly wagons are parked outside

the terminal. There is no priority system or method of allowing to see if one belly

wagon is more urgent then another. Consequently, shipments of high priority are

sometimes not handled in time. Therefore, Benchmarking between different cargo

stations is performed to identify all causes of delays and get a better understanding of

the correlation between irregularities and delays. As a conclusion, the following three

specific improvements are given:

• Eliminate the manual check-in of all shipments in the ULD. Instead, use an IT

system by connecting all shipments in a ULD to a unique ULD number. All

shipments could be checked-in by scanning the ULD barcode instead of

separate shipments.

16
• Today, shipments are not systematically picked up by the check-in staff

according to their priority. The solution could be as simple as using a priority

marking system to visualize which wagon is the most urgent one to be

checked in.

• Eliminate the high work load during rush hour. Increase the flexibility to

allow employees to move in the terminal, crossing department borders to

where manpower is needed.

17
 CHAPTER 3

RESEARCH METHODOLOGY

Study the case of Literature

the company Review

Research problem

Scope of research

Mapping: As Is Process

Analyze: As Is Process

Identify: To Be Process

Develop Implementation Plan

Figure3.1 Research Framework

18
3.1 Mapping "As-Is process"

The purpose of this step is to understand the current processes and associated

problems which occur in the cargo handling area. Process Mapping is a technique to

visualize and understand the process. When the process has been documented, it is

presented in a flow chart. Therefore, data collected by observation is a major

approach in this study as well as the company profile's supportive information to see

the significant characteristics of the company business; the nature of service provided

to various customer etc. In data collection, two staffs w ere interviewed; one

interviewee is a supervisor warehouse officer who gets involved with the operational

handling process. One other interviewee is directly involved in the document section.

An interview is characterized by opening and probing questions so that interviewees

pass on their experience with their related job processes. Observation tools are used

to see how staffs in the bottom lines act and respond in their related working and are

able to understand very complicated activities in those areas. This process was used

several times around two months to get all data completed until draft mapping was

fully completed as in the current flow chart.

19
 Agent

EVA Space Control

Docking Area TG Registration

Acceptance Area

Weigh Area Load Planner

•
Loading Area Manifest
Work
Main Process Export EVA
Key:
EVA Cargo
Agent
Reweight ULD Document Office Operations
Area Handling Warehouse Operations

Trasnfer Area Transporting Hight

andD elive ring Operation
to Airplane

Flight Loading

Ready

Figure3.2 Main operational Flow of Air exports

The main export flow of processes is related to the three major parties which are

agents (freight forwarders). EVA space control. and TG operational handling.

Therefore, the operation handling process starts when agents 'their consolidated

goods go in. There are four main significant areas of handling shipment flow

(Docking; Weigh; Loading; ULD reweigh and Transfer area). Handling the document

flow is separated into four main areas such as registration; load planner; manifest

work; document handling and flight operation. The functions on the left of Figure

3.2 represent the handling shipment process which shifts goods to another department

until final completion. Almost at the same time, the handling documents process is a

parallel line on the right from an initial one sequence shift to another until the end of

20
the internal document function. Meanwhile, the final completion must be finished

almost at the same time.

3.2 Analysis of "As-Is process"

The purpose of this section involves an analysis of the existing process and identifies

disconnected processes as well as providing various methodologies and techniques to

support and analyze the found causes. Therefore, techniques to be covered in this

section are a tracking method, and the found causes are analyzed by a cause and effect

diagram in which fishbone' is applied in this process to understand the root causes.

Data collection took two months, the same as the first process, and data collection is

random twenty five shipments.

Initially, two operational staffs were assigned to be observers. The first observer was

assigned to measure the time shipment inflow takes through various internal activities

within the handling shipment area until goods outflow and is delivered to aircraft.

Meanwhile, another observer went to the documents section to measure the time taken

from the acceptance area through interrelated activities until completion and delivery

to aircraft. Time variances in each area were collected and classified as waiting time;

processing time and defects. In addition, the interviews were informative to find out

the existing problems in that area. The data collected by observation and interview

technique are analyzed to find out the problems in those areas as well as finding the

root causes based on the cause-effect diagram.

21
3.3 Identify the "To-Be process"

The purpose is designed to find one or more selected areas of existent problems as

well as depth analysis to find their actual causes. The experimental interviews with

persons in charge to operational functions were in order to get insightful

understandings of those causes, while figuring out the optimal point of process

improvement. Therefore, after root causes had been analyzed in the previous step,

one or more selected areas were identified to find their causes and they were further

studied in depth as the analysis progressed. In this section, our assumption using a

basic computation can be proof that causes are facts. In addition, check sheets are

supportive tools of data collection to see where defects were selected.

3.4 Develop an Implementation Plan

The purpose of this step is to propose solutions to the problems uncovered. Different

perspectives of individuals are presented to recommend the solution based on depth

interviews as well as related techniques applied to the last step, such as KPI

measurement, lean, and human resource management.

22
 CHAPTER 4

DATA ANALYSIS

This part is included about the analytical processes and logical system thinking to be

able to understand their various problems occurrence in air cargo handling operational

areas as well as finding the root causes. From data collection in many previous steps,

these following are translated into various outputs based on technique used in this

project.

4.1 Mapping as is Process

This step is described about the current mapping which uses flow chart technique. As

a result, it can be more visible in various internal activities or functions to functions in

every process from initial point to final completion. Hence, the processes are

classified as handling documentation flow and handling shipment inflows which their

activities are parallel and almost at the same time completion when until

transportation to aircrafts side that ends process. Let' see more explanation about

interrelated activities in each area.

23
 -
iszAs.,ItninYnownivrnsrrYvnutpr

Agent

1) Receiving
documents
from agents

REGISTRATION AREA
Not 2),CheCit-'
Cargo
Accepted
document
fAwoivveigh SS

Verify
3) add„„.
3) Input dates ,-.
Check cargo NO Not
into Spot „physically Accepted
system Wdh deliverer'

WEIGH ARE
YES

4) Transfer 4) X ray
documents to 4) Issue cargo (if
flight acceptance required) and
operation &Weigh Slip Weigh cargo

5) Move the
5) Is it • goods into
Not NO transferring
corrected
Accepted area
"information-?'

LOAD PLANNER S. MANIFEST MA

1 YES

6) Distributed
6) Closed their goods
Manifest in into airline
flights area

LOADING AREA
DOCUMENT HANDLING
yVerify and,
...."---checK cargo Not
7) Document ,,,physically by — Accepted
handling Night loader.
r"

YES

1.3

9) Build up
9) F ight cargoes into
Operation ULD Pallets

REWEICHT ULO AREA

9) Issue
acceptance
documents 8. 9) Reweigh
reweigh slips ULD pallets

10)
Transferring
point

AIRCARFT AREA
11)
Aircraft
side

12yeteCileckc,
Not " cargo/ULD
Accepted
Flight Igader

lyEs

Ready

Figure 4.1 Air export Flow Chart in details

24
4.1.1 Handling shipment process

4.1.1.1 Docking Area

When the drivers load the shipments into the airport terminal, they are assigned a

docking number in order to offload the shipments into the TG handling area. In this

process, the freight forwarder's (agents) responsibility is to offload their shipments

and load the racks themselves. Then, their shipments are pulled into the provided

area before proceeding to then next process.

4.1.1.2 Weigh Area.

The shipments have to be verified physically in this area whenever proceedings are

completed in the previous process; also, irregular shipments are rejected and have to

wait until the correct completion. Therefore, TG staffs are responsible for issuing

weigh slips if shipments are approved to proceed to the next processes.

4.1.1.3 Loading Area

The latter processes are fully the responsibility of TG staffs as the shipments are

allowed to be pulled into the loading area after previous proceedings have been

approved. Hence, at the initial step, the shipments are held down in one given area in

order to wait suitable times to transfer into each airline's area. These shipments

proceed on a 'first come and first served' basis in this area in order for easier finding

and storage. Again in this area, the goods inspection is done by TG staff in order to

have more security. At the same time, if the goods are found to be irregular, they are

rejected and wait until the correct completion.

4.1.1.4 ULD Reweigh Area.

Afterwards, each shipment is built up into ULD pallets of airlines: TG staffs are

responsible for issuing reweigh slips which is the final process.

4.1.1.5 Transferring Area

25
The consolidated goods which are built up into ULD pallets are stored at a

transferring point to await a suitable time. Meanwhile, during this time, they are

rechecked once again for security and safety. Later, these consolidated shipments are

ready to load onto trolleys and they are prepared for transfer to the aircraft side.

4.1.2. Handling documentation process

4.1.2.1 Registration Area

When TG staff issue weigh slip in the weigh area, freight forwarders (agents) provide

the documents, like (MAWB, HAWB, Invoice Packing List, Form A including

attached weigh slips) in order to register in this area. This process starts by receiving

documents and rechecking documents as well as inputting data into IT (Spot System).

If there are any incorrect documents during this rechecking point, they are rejected

and have to wait until completion.

4.1.2.2 Load Planner & Manifest work Area

Next, various documents in the previous process are sorted in this area, and are

distributed to each flight planners responsible for each airline. Flight planners are

responsible for collecting completed documents and rechecking the actual weigh and

the total number of pieces before a finalize closing of flight Manifests.

4.1.2.3 Document Handling & Flight operation Area

After finalized closing of flight Manifests, flight operation officers collect the

completed document and wait for a suitable times to send these document to the

airplane when it lands.

26
4.1.2.4 Aircraft Area

This is the final process before the flight departure. After the consolidated goods are

transported into the aircraft side, the flight operation officer is responsible for

rechecking the correct amount of pallets as well as the outer inspections to see

whether or not they are in good order. Almost at the same time, completed

documents are collected and these are attached to the aircraft.

4.2 Analyze the "As is process"

This section analyzes the found causes. Various methodologies are applied, such as

tracking, cause and effect diagram, and data is collected using interviews and

observation techniques. The input data from twenty five random shipments are

shown in the Table below:

27
5= TANDARDTIME
W= AITING TIME
P= ROCESS TIME
D = DEFECTS

S = S ATISFACTORY
U= SATISFACTORY

Order Flow

DOCKING WEIGH LOADING REWEIGH ULD TRANSFER AIRCRAFT TOTAL TIME

Random S = 1.301105 S =1.3 HRS S = 2 HRS S = 2HRS S=03 HRS S= 1.30 HRS GRAND Results
D1 D2 W3 W4 L5 L6 U R8 R9 T10 All Al2 TIME
WPWPW P D W P WPWPWP D WPWPW P WPWP D W P D
1 15 12 10 20 5 12 5 40 5 10 5 20 10 40 35 80 15 20 7 25 5 25 5 46 - 2.0 5.8 7.9 S
2 12 10 10 30 5 15 5 40 5 10 5 20 10 40 40 96 15 20 7 20 5 25 5 45 - 2.1 6.2 8.2 S
3 11 15 10 30 5 12 5 40 6 10 5 20 10 45 40 100 10 20 7 20 7 25 5 45 2.0 0.4 8.4 S
4 10 15 10 20 5 18 5 45 7 10 5 20 10 45 55 103 10 20 5 20 5 25 5 56 - 2.2 6.6 8.8 S
5 5 12 10 25 5 18 • 5 45 8 10 10 15 10 40 - 50 100 10 20 5 20 7 25 5 55 - 2.2 6.4 • 8.6 S
0 17 10 10 35 5 15 7 40 10 10 10 20 10 40 - 40 100 10 20 5 20 5 25 5 55 • 2.2 6.5 - 8.7 S
7 17 10 15 40 5 18 • 7 75 12 15 10 20 10 40 75 120 10 20 5 20 7 25 7 45 - 3.0 75 10.5 U
8 7 10 15 40 7 18 7 86 5 15 10 20 15 42 - 75 150 15 25 5 25 7 30 7 55 • 2.9 8.3 11.2 U
9 213 10 15 40 7 20 7 50 5 15 10 13 15 Al] 80 120 15 25 5 25 7 30 7 55 - 3.2 7.5 - 10.7 0
10 10 10 10 30 7 15 5 50 8 15 10 1B 15 40 40 100 15 25 5 12 7 25 5 50 • 2.3 6.5 8.8 S
11 20 12 10 35 3 13 5 45 8 15 10 20 15 40 - 40 100 10 20 7 12 7 25 5 50 2.3 6.5 - 8.8 S
12 15 13 10 35 3 13 5 45 8 15 5 15 15 40 40 100 10 20 5 18 7 30 5 46 • 2.1 6.5 - 8.6 S
13 20 12 15 35 3 15 5 45 8 15 5 20 15 45 - 96 103 10 20 5 18 7 30 5 45 - 3.1 6.7 • 9.7 U
14 20 12 15 35 3 15 5 50 8 15 10 20 12 45 - 35 100 10 20 5 18 5 25 5 56 - 3.1 6.8 • 9.9 U
15 5 15 10 40 3 22 5 40 5 15 10 17 12 45 40 95 10 25 5 18 5 25 5 50 • 1.9 6.8 - 8.7 S
16 5 15 10 30 3 20 - 5 40 5 10 10 17 12 46 - 40 103 10 22 5 20 5 25 5 50 1.9 6.6 - 8.5 S
17 20 10 10 40 3 20 5 40 5 10 10 20 15 46 • 40 85 10 20 5 20 5 25 5 50 2.2 6.4 - 8.6 S
18 15 10 10 40 5 20 - 5 40 5 10 10 15 15 40 40 85 10 20 5 20 5 25 5 50 - 2.2 6.3 • 8.4 S
19 18 10 10 40 5 20 5 40 7 10 10 20 15 42 • 40 90 10 20 5 20 5 25 5 93 - 2.3 6.5 • 8.7 S
20 15 10 10 35 5 20 5 40 7 10 10 20 15 42 45 85 10 20 5 25 5 25 5 50 2.3 6.4 • 8.7 S
21 15 10 10 35 5 15 33 5 40 10 10 10 20 15 42 - 40 85 10 20 5 25 5 25 5 45 - 2.3 6.2 0.30 8.8 S
22 17 . 10 15 40 3 18 - 7 40 12 15 10 20 15 42 120 45 70 10 20 5 20 5 25 7 50 • 2.5 6.2 2 10.7 U
23 7 10 15 40 3 18 7 45 5 15 10 20 10 40 160 60 70 15 25 5 20 5 25 7 40 - 2.5 6.1 2.7 11.3 LI
24 20 10 10 40 3 20 7 45 5 15 10 20 10 40 40 85 15 20 5 25 5 25 5 40 2.3 6.4 - 8.7 S
25 10 ' 10 10 30 3 15 - 7 45 8 15 10 20 10 40 - 45 85 15 25 5 25 5 33 5 45 - 2.2 6.4 • 8.6 S

Dlw heavy traffic into entrance W3w waiting Queue

Dip parking into dock W3p recheck the goods before inspection
1)Docklng Area 02w TG acceptance when approved by 71.X airlines. 2) Weigh Area W4w waling Queue
D2p offload goods into provided area W4p Inspect the goods and issue weigh slip

L5w waiting goods approved into gale area R8w waiting consol shipment
L5p offloaded goods into transfer area R8p buil up cargoes into pallets
3)Loading Area L6w Forklifl on the way 4)Reweight ULD Area RElw waling Queue
LOP offloaded goods into aidines area R9p weigh OLD and Issue doc
L7w waiting loaded
Up recheck the goods/ the outer boxes

Al lw traffic time
lOw waiting Queue All p receive cargoes
5)Transfer Area 10p recount the pallets no fitAircratt Area Al2w wa4ng Queue
Al2p recheck the pallets in last stage.

Figure 4.2 Tracking Method By shipments, waiting time; process time; defects

A tracking method is used to measure time taken, which measurement is referred to as

wait time, processing time, and defects. Therefore, every step in measurement begins

at the initial process until the process is completed. As seen in the input data in the

Table above, there are six main areas being measured in time. Meanwhile, each

shipment must have a time completion within 9 hours. Otherwise, the results show as

negative or unsatisfied. The results above show that there are 5 unsatisfied shipments

out of a total of 25 shipments, which means more time spent that is the set standard.

28
Likewise, in the input data of handling documentation in the Table below, time

measurement is the same pattern as handling shipment process. For the handling

documentation process, the time record is measured when th weigh area of handling a

shipment finishes. As a result, the record shows that there are 5 unsatisfied shipments

out of 25 which also means more time spent.

S= STANDARD TIME
W= WAITING TIME
P= PROCESS TIME
D= DEFECTS

s SATISFACTORY
= UNSATISFACTORY

Document Flow

REGISTRATION LOAD PLANNER & MNFST HANDLING FLIGHT OPT. AIRCRAFT TOTAL TIME
S .1 HRS S = 2 HRS S =1 HRS S = 1HRS S = 1 HRS GRAND Results
Random
RI 112 FI3 L4 L5 Lfi DI F8 All Al2 TIME
W P W P D W P W P W P D
W P W P W P W P W P D W P D
1 12 2 3 2 - 3 2 75 2 10 3 -
10 5 5 35 3 45 5 15 5 20 • 2.2 22 - 4.4 S
2 12 2 5 2 - 3 2 75 3 10 3 10
- 5 5 35 5 50 5 15 5 29 - 2.3 23 - 4.5 S
3 12 2 3 2 5 2 89 3 10 3 10 5 5 40 5 50 5 15 5 25 - 2.5 2.5 • 4.9 S
4 15 2 5 2 5 2 80 3 10 3 10 5 5 40 5 50 5 10 5 25 - 2.4 2.4 - 4.8 S
5 20 2 3 2 - 3 2 80 3 10 3 - 10 5 5 35 5 50 5 15 5 25 2.4 2.4 - 4.8 S
6 15 3 3 2 3 2 80 2 7 3 40 10 5 5 35 5 45 5 15 5 25 2.3 2.3 0.4 5.0 S
7 15 3 3 2 3 2 83 2 10 3 - 15 5 5 45 5 50 5 15 5 30 3.2 34 - 66 U
8 15 2 3 2 5 2 55 2 7 3 10 5 7 40 5 35 5 15 5 20 20 21 4.1 S
9 15 2 5 2 5 2 60 2 7 2 10 5 7 35 5 45 5 15 5 20 2.1 22 42 S
10 15 2 5 2 5 2 60 2 10 2 10 5 7 35 5 40 5 15 6 29 21 21 42 S
11 15 2 5 2 - 5 2 BO 3 10 3 - 10 5 7 30 5 40 5 15 5 29 • 25 2.0 - 4.5 S
12 15 2 5 2 - 3 2 BO 3 10 3 - 10 5 7 35 5 55 5 15 5 25 4.4 2.5 - 6.9 U
13 15 2 5 2 - 3 2 80 3 10 3 - 10 5 7 40 3 55 5 15 5 30 - 3.3 3.2 6.5 U
14 10 2 3 2 3 2 80 3 10 3 - 10 5 7 35 3 40 5 15 5 25 • 2.3 2.2 4.5 S
15 10 2 7 2 3 2 80 2 10 3 - 15 5 5 45 3 55 5 15 5 25 2.4 2.6 - 5.0 S
16 10 2 7 2 5 2 85 2 10 3 40 15 5 5 45 3 40 5 15 5 20 25 2.3 0.4 5.2 S
17 10 2 7 2 5 2 BO 2 10 3 40 15 5 5 45 3 30 5 10 5 25 - 2.4 2.1 0.7 5.2 S
18 10 2 7 2 5 2 80 2 10 2 - 15 5 5 40 3 55 5 15 6 30 35 2.9 - 6.4 U
19 10 2 7 2 26 3 2 BO 2 10 2 - 15 5 5 40 3 50 5 16 5 25 24 24 4.8 S
20 10 2 3 2 28 3 2 BO 2 10 2 - 15 5 5 40 3 55 5 15 5 25 - 2.3 2.5 - 4.8 S
21 15 2 3 2 - 3 2 80 3 10 3 - 10 5 5 40 3 45 5 15 5 20 - 2.3 2.3 - 4.6 S
22 15 2 3 2 - 5 2 60 3 10 3 - 10 5 5 40 5 45 5 15 5 20 • 3.0 2.3 - 5.3 S
23 15 2 3 2 5 2 80 3 10 3 120 10 5 7 35 5 40 5 15 5 30 2.4 2.3 20 6.7 U
24 15 2 3 2 5 2 BO 3 10 3 - 10 5 7 40 5 35 5 15 5 20 2.4 2.1 - 46 S
25 15 2 3 2 5 2 130 2 10 3 - 10 5 7 45 5 35 5 15 5 26 24 23 4.7 S

R1w wailing issued weigh slip L4w wailing for pick up doc
Rip Payment 2)Loa4PIanner & L4p collected/ classified doe by flight operation
1)Registration Area R2w waitng Queue Manifest L5w waiting Queue
R2p recheck dod AWE/weigh slips L5p Recheck actual weigh with don
R3w waling Queue Lbw wailing Queue
R3p input data into IT system Lbp Closed doc by departure flight

8w wailing orders from document handling

07w wailing Queue 4)Flight Operation F8p bring docs to aircraft side
*moment Haadli 07p provided dot into file

AI 1w waiting Queue
5)Aircraft area Al 1p recefie document
Al2w waiting Queue
Al2p recheck the doc before the flight departure.

Figure 4.3 Tracking Method by Documents: wait time; process time and defects

29
Finally, Handling shipment and documentation must be finished covered in a given

period of time, as in the set standard. If either takes more time than the set one, the

result shows a negative or unsatisfied.

Ra mien] Outcome Results

Order Document
1 S S SATISFIED 64%
2 S S UNSATISFIED 36%
3 S S
4 S S
5 S S
6 S S
7 U U U
8 U S U
9 U S U
10 S S
11 S S 36%

12 S U U
13 U U U • SATISFIED
14 U S U 17 UNSATISFIED
15 S S
16 S S
64%
17 S S
10 S U U
19 S S
20 S S
21 S S
22 U S U
23 U U U
24 S S
25 S S

Figure 4.4 Total 25 random shipments and documents results

As a conclusion again, the output indicates that there are 36% unsatisfied, while 64 %

are satisfied concerning the time factor. An error of 36% has been valued as a loss

1.7 million baht based on full compensation to the customers.

Later, the next following steps are diagnostic of various problems and they are

logically analyzed to figure out root causes which refer to the cause and effect

diagram. Preceding this process, interviews of the person in charge in each area are

used to get insightful understandings of the existing problems in each specific area.

Therefore, with a cause and effect diagram, it can be seen that the main problem in the

whole processes is delay time, and that cause is detected and analyzed in each process

30
consequently. The problems of delayed shipments and documents are identified and

diagnosed to understand their actual causes.

uns:A.,jai ,zed A61-(NE Fishbone

No standard
pattern of
Diagram
e.vetierice
equipments Different standards of kmrious
kkgh tufno‘er A6ore Secured &
equOments used
safety in job
No sharirg infon,...
roar leader.: No
L ,AN Saiar9*
maintenance
Mscorarou

afieieat Goa Storage

disordered
Wpmf...1 actors affecting
equOments.
times delay of air
procedur
Customs
son thiqie4
required
on job duan
Too easy unnecessary
documents. related Dc Lif• Mi5take
Technical
Difficult to English
\ understand terms&
Non rd conditions b
create new
Diffetent size am!
proce,s, of Nb
packages from various ;
factories
Lack of badc drioWeci9e s sk.,) used .s folio
about air tr. --„,-.„„„„„ — - „„„ „„„
MATERIAL

Figure 4.5 Fishbone: cause &effect analysis

4.2.1 Problem & Causes to Delayed shipments & documents

Delaying shipments can be identified to the problem in a root causes analysis in each

area.

4.2.1.1 Docking area (D1)

Problem: The entrance is full of traffic at evening time between 02.00pm — 07.00pm

when vessels load with goods into the D1 area at the same time. This affects the

inadequate docking windows.

Causes: Goods are not fixed to a certain schedule of time in and time out.

4.2.1.2 Weigh area (W3)

Problem: More time spent in the process of the weighing scale.

Causes: Non-standardized weighing scales from factories.

31
4.2.1.3 Loading area (L7)

Problem: Damaged records are more frequent in this stage.

Causes: Person in charge is unspecialized. This area must select experienced staffs to

operate this process.

4.2.1.4 ULD reweigh area (R8)

Problem: In the R8 area exists the problem of overstock during peak times, as well as

in this area it is more frequent to find damaged records and missing goods

Causes: The number of persons in charge of this area is insufficient at peak times.

Meanwhile, the consolidation method is disadvantaged when one has to await another

forl final completion.

4.2.1.5 Aircraft side (Al2)

Problem: Al2 area sometime faces collapsing ULDs on the way to the aircraft side.

Causes: The trolley driver is inexperienced and lacks carefulness

In addition, identified problems and found causes are diagnosed in document areas

such as Registration area, Load planner and Manifest area.

4.2.1.6 Registration area(R1)

Problem: Almost all the time, R1 area wastes times because of queues.

Causes: The number of windows is insufficient.

4.2.1.7 Load planner & manifest area (L4,5,6)

Problem: In this area job duplications exist and the process is bottlenecked.

Causes: Staffs are inexperienced and they do not follow their job procedures.

32
4.3 Identify "To Be" process

This section is about the process of selecting the most critical areas as well as a depth

analysis in that area. Thus, based on analytical proceedings from the previous steps,

two critical areas have been chosen which have the most effect on the whole process.

The first critical area is ULD reweigh, as this is the main key of the shipment process

as well as Load planner and Manifest work is the second critical area of document

process. The chosen reasons are to spend more times on processes, and there are big

gaps of waiting time between processing times. In addition, high defects are more

significant to progress an analysis. For further study in this section, the technique used

is observation, with an experimental interview person in charge to get an insightful

understanding of the existeing problems. In addition, a check sheet is one tool that

helps us to detect the actual causes. The Tables shown below are the final outputs of

the data collection method using tools and techniques.

33
4.3.1ULD Reweigh Area (R8)

Most Critical Areas

Waitng Time Zone: ULD Reweight

By Order

Type of irregular Day1 Day2 Day3 Day4 Day5 Day6 Day7 No.

Consolidation II III II III 11111 II 17

Packing Damage II I II 5

Missing Goods I I II 4

5 3 2 1 4 7 4 26

By Time Type of irregular Day1 Day2 Day3 Day4 Day5 Day6 Day7 No.

Consolidation 60min. 120min. 70min. 115min 180min 40min. 585min.

Packing Damage 15min. 15min. 10min. 40min.

Missing Goods 30min. 30min. 46min. 105min.

105min. 120min. 70min. 15min. 145min. 190min. 85min. 730min.

T .e of irre.ular
Consolidation Da 1 Da 2 Da 3 Da 4 Da Da Da 7
Order 1 35 - - - - - - - -45
- - - - 1 - - - -30
---- 1 35 - - - 1 - - - -55
- 1 30
1 1 30
Order 2 25 I 35 40 40 1 10
Order 3 40 40 1 30 1
Order 4 30 1
Order 5 35

Packint Damar e Da 1 Da 2 Da 3 Da 4 Da Da Da 7
Order 1 10 15 5
Order 2 5 5
Order3

Missin Goods Da 1 Da 2 Da 3 Da 4 Da Da Da 7
Order 1 30 30 25
Order 2 20
Order 3 +----- ----+----

Table 4.1 Depth-Analysis by Tracking Method in ULD reweigh area

Based on the tracking method as well as related tools like check sheet, it can explain

the main causes in the chosen area, of which the first Table above is a conclusion

from the ULD reweigh area (R8) that the most frequent cause comes from many

consolidated shipments, and packing damage and missing goods are the second and

third causes to be found in this area. Meanwhile, the most significant errors affecting

most of the waiting time is the process of consolidation, from our tracking of

shipments in one week, as seen in the second Table. So far, with continued analysis

based on a basic tracking method, the job quantities have been compared with regular

34
 TIM ASSUMWION IINIVERSITirLTIM A

working hours in order to see the errors. As a result, jobs in this chosen area are quite

overloaded and used over 10 working hours a week.

Based on interviews, at the present time two teams in this area are responsible for

building up their goods into ULDs. Each team has 3 individuals. There are 2 shifts.

The morning shift begins at 8.00 am, until 16.00 pm. The night shift begins later from

17.00 pm to 03.00am. The observed records the amount of arrival shipments every

hour; also the time taken in each period of time. Hence, results show that the actual

working hours used are more than total time amount of job numbers, as seen in the

conclusion Table below. It means that job overload in this area also affects too much

being spent on process time.

Processing Time Zone: ULD Reweigh

Day 8.00 AM 9.00AM 10.00AM 11.00AM 12.00PM i 1.00PM 2.00PM 3.00PM 4.00PM 5.00PM 6.00PM 7.00PM 8.00PM 9,00PM 10.00PM 11.00PM 12.00PM 1.00AM 2,0041 3.00AM Total

1 5 7 5 7 5 8 12 15 12 12 10 15 10 12 8 5 2 2 2 1 155

2 5 5 5 7 5 10 12 10 15 12 12 15 12 12 7 5 2 2 1 1 155

3 5 1 5 5 7 8 15 15 12 12 15 12 13 15 8 5 2 1 1 2 165

4 5 1 5 5 7 12 15 15 15 12 15 15 10 12 7 5 1 2 1 2 168

5 5 5 5 5 7 8 13 12 13 12 15 13 15 15 8 5 2 2 2 2 164

6 5 7 5 1 5 8 15 15 15 15 12 15 12 15 7 5 2 2 1 2 170

7 5 7 5 7 5 I 10 15 10 15 15 12 10 15 15 7 5 2 2 1 2 165

1 8.00AM : 9.00AM I 10.00AM11.00AM 12.00PM :1.00PM 2.00PM 300PM 400PM 5.00PM 6,00PM 7,00PM ; 8.00PM 9.00PM 10.00PM 11.00PM11ZOOPM11.00A14 ZHAO 3.00AM 4,00AM ,1 5.00A91
1
I
Job Tima 60min. Mind 60min. 60min. 60min. 160min.1 60min. 60min. ' 60min.1 60min. '60min. 60min.I 60min 60min. 60min. 60min. 60min. 160min. 60min.160min.1
. , 60min. 60min
, .
i
Day 1 1 60 1 60 60 1 60 60 1 60 1 120 75 1 45',1 120 1 60 60 60 90 1 30 1 60 1 60 1 60

Day2 60 1 60 60 1 60 I 60 : 60 60 1 135 105 60 1 120 i 60 60 1 60 1 60 60 60 30 30 30

Day3 60 1 60 I 60 1 60 1 60 1 60 60 1 60 I 60 i 120 120 1 120 1 60 60 1 60 60 60 30 30 30 20 1

4 '
Day4 60 ; 60 1 60 1 60 1 60 1 60 60 120 120 1 60 120 1 60 60 120 60 ' 60 60 • 20 30

1 1
Day5 60 : 60 60 1 60 i 60 1 601 120 1 60 60 1 120 60 1 60 1 60 60 60 60 60 60 30 30

Day6 60 60 1 60 60 60 60 120 75 45 • 120 60 60 1 60 90 1 30 60 60 60

Day7 60 60 1 60 60 60 60 60 60 60 120 120 120 60 60 60 60 60 30 30 30 20

Table4.2 Depth-Analysis: measured by wok quantities with working hours

35
4.3.2 Load Planner & Manifest area
Document Flow

Current Flow
Registration Area Load Planner and Mnfst
R1 R2 R3 L4 15 L6

(Payment) (Recheck) (Input data) (Classifed Doc) (Recheck) (Closed by flight)

MEI

I—1
Thee New Arrival I Balance Totalµ RI R2 1
.. R3 Completed New Arrival Balance Jotal .....I... L4 I L5 L6 4,Comilter
_ld
o
8.00AM 5
5 -1
-4 0 3 i r
9.00AM 5 2 3 -1 0 1
1 1
10.00AM 5 2 7 .1 5 5 2 : 7 - - - - - -1....____/ -1 2 3

11.00AM 8 I 2 5 4 f g 2 I -1 -2 4

12.00AM 8 2 10 6 8 5..................
t 13 .3 I a 1a
13.00PM 10 13 6 o..... 1 1 2 I 2 2 a
1 i
14.00PM 7 i 1 5 13 19 -2 1._. -2 -2 13

15 OOPM 10 3 12 5 6 11 3_4__A
16 OOPM 12 13 12 10 ____22 3 3
17.00PM 10 I 0 9 13 9 1 22 3 I .3
1-
18.00PM 15 14 9 10 I 19 -4 i -5
19.00PM 12 13 14 13 I 27 3 I -4

20.00PM 15 14 13 11 I 24 -3 T .5
1 r 1
21.00PM 15 16 14 13 1..._27._._. .4 1 3

22.O0PM 15 14 16 28 3 I 1_.
23.00pm 14

Eli

Table4.3 Depth-Analysis by tracking method in Planner &Manifest area

Next, the second critical area is analyzed based on the tracking method which was

used in one day to figure out the main causes. From our depth analysis in this area,

the main cause is to enlarge the document size between interconnections at R3 and L4

areas. The data collection is from 8.00 AM to 23.00 PM which is measured by time

every hour to see how mush time is used is from one shift to another. As a result, the

late documents are found when all documents are inside the Load Planner &Manifest

area.

36
4.4 Develop an Implementation Plan

The final section proposes a solution to the problems uncovered as well as figuring

out the optimal improvement. These chosen areas have been analyzed in depth based

on the previous tracking method. The final step is to find out the actual root cause,

which is based on experimental interviews.

ULD Reweigh Area

Based on experimental interviews, there are three root causes to be studied by depth

analysis, of which the first is different goals in operational handling. The answer is

clear when we have a depth study of KPI measurements. It found that an imbalance

in KPIs between airlines and TG handling has direct effects on the process in this

area due to a lot of operational consolidation with various shipments affected by too

much waiting time. By having different purposes, of Airline and Handling, in terms

of weigh utilization, the gap is a difference of 2%, of which airlines accounted for

97%, while handling accounted for 95%. Also, secondly is the issue of low salary

and social benefits, which manifests in a high turnover rate and it becomes a main

cause when the current job is overload with staffs. In addition, thirdly it is related to

unspecialized labor which is causing damage to goods and many errors. Therefore,

these root causes lead to a weight loss of 14 tons; a sales loss of 1.33 million baht, and

with compensation having to be paid for claims. The Table below is the weekly

shipment record in detail.

37
 No. of shpt
offload Day Utileighkgi Selling rate Baht
1 1 500 90 45,000

2 1 300 100 30,000

3 1 200 100 20,000

4 2 500 95 47,500
5 2 300 100 30,000

6 2 500 95 47,500

7 2 700 95 66,500

3 100 100 10,000

9 3 100 100 10,000

10 3 100 100 10,000

11 3 100 95 9,500

12 3 100 95 9,500

13 3 500 95 47,500

14 4 500 90 45,000

15 4 500 45,000

16 4 500 47,500

17 4 500 47,500

18 5 1000 90,000
19 5 1000 90,000

20 5 500 45,000

21 5 500 90 45,000

22 135,000

23 80,000

24 6 500 47,500

25 7 SOO

26 7 200 100 10,000

27 7 200 100 20,000

18 7 200 100 20,000

19 7 200 100 20,000

30 7 200 100 20,000

31 95

Total 95

Table4.4 Weekly performance record for 31 irregular shipments

Load Planner & Manifest Area

Meanwhile, the actual root cause is that staffs still keep to their traditional work

processes. There is no intention to redesign new processes into their own job duties.

This leads to late documents and this behavior affects much waiting time in the

process. Also, a big gap is found between interconnection between one area shift to

another; averaging every 60 minutes.

38
However, based on our basic computation, it can be explained that if the first area of

problem is improved by an increase of three operational staffs to build up various

consolidated shipments; building up good communications within teams to

understand the same direction; and also training. The costing decreases to 11,250

baht a week compared with compensation paid costing 26,600 baht a week.

Meanwhile, it can keep sales revenue and utilizing the weight in balance. In other

words, for the second problem area, the better improvement is to reduce waiting time

every 30 minutes by changing working attitudes and perspectives. This makes the

documentation flow smoother than the current process because of waiting reduction.

COMPUTATION
Day1 60
D ay2 90
Day3 110
Day4 110
Day5 60
Day6 60
D ay7 110
Total 600 Ainutes

q.Time over Used 600/7 days 35 min. = 3 no. of staffs increased

vq.Working StA6 min/3person per one team 32min.

Table4.5 Basic Computation in ULD reweighs area

39
 CHAPTER 5

CONCLUSION & RECOMMENDATIONS

In this section, the conclusion is that management by people and methods are the most

necessary to improve first. In both critical areas, people are more vital to reduce the

problem of offloaded. Referring to human resource management, it is mentioned that

managing people is one achievement to succeed in increasing an efficient working

operation. Meanwhile, an effective way is to build up good communication within

teams to understand the same goals, and to provide personnel training are another way

to increase their work abilities. In other words, it is another thing to manage the

method. Referring to lean management, this can be applied and is proposed as a

solution. Small lot size helps to reduce errors and time. In fact, theories mentioned

above can reduce errors in terms of time and cost while increasing work efficiency.

Therefore, the offloaded problem can be relieved due to the fact that the main cause is

time delay.

Nevertheless, the scope of this study is to propose a solution to the problem

uncovered, and does not include implementation. Meanwhile, this project will be a

guideline to understand the found problems of air cargo operational handling and the

proposed solution based on a basic computation. Therefore, for further studies,

simulation models can be an alternative decision for a further implementation.

40
 REFERENCES
Books:
Jittangwatan, (2005). Airlines Business ISBN:974.

Sukhothaithammathirat University (2000). Cargo Transportation Management

ISBN:32413.

Articles
Anne F.Marrelli, CPT, PHD (2005). The Performance Technologistics Tool Box:
Process Mapping. Vol.44. Number 5.

Langdon, D. (1999). Process mapping. In D. Langdon, K.Whiteside, & M. McKenna

(Eds.), Intervention resource guide (pp. 311-317). San Francisco:JosseyBass/Pfeiffer.

Langdon, D. (2000). Aligning performance: Improving people,systems, and

organizations. San Francisco: Jossey-Bass/Pfeiffer.

Langdon, D., and Marrelli, A.F. (2002). A performance-based model for competency
identification: The workshop.Bellingham, WA: Performance International.

Luiz C.R. Carpinetti and Alexandre M.de Melo (2002). What to Benchmark? A
systematic approach and cases, Department of Mechanical Engineering, School of
Engineering of Sao carlos —USP, Sao carlos, Brazil.

Magnus Cohen (2003). How to improve the Delivery Accuracy in the Cargo
Handling, Master of Science Programme, Department of Busines Administration and
Social Science, Division of Industrial Logistics. ISSN:1402-1617.

Marrelli, A. (1998). Guide to managing process performance improvement projects.

El Segundo, CA: Hughes Space and Communications Company.

Mizuno, S., ed. (1988). Management for Quality Improvement: The 7 New QC Tools,
Productivity Press, Inc., Cambridge MA.

MR.Rotab Khan (2000). Business Process Reengineering of an Air Cargo Handling

Process, International Journal of Production Econmics.

Nayatani, Y., T. Eiga, R. Futami, and H. Miyagawa (1994). The Seven New QC
Tools: Practical Applications for Managers, Quality Resources, White Plains NY.

Performance International (2005). Introducing job modeling [On-line]. Available:

http://wvvw.performanceinternational.com/output/mode14.htm

Siever, D. (1993). Process mapping. El Segundo, CA:Hughes Aircraft Company

Sirong Luo,Metin Cakanildirim (2005). Two-Dimensional Cargo Overbooking

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Dallas.Richardson, TX 75083-0688.

41
Subramanian Muthu, Larry Whitman, and S. Hossein Cheraghi(1999) Dept. of
Industrial and Manufacturing Engineering, Wichita State University Wichita, KS-
67260 0035, USA.

Swanson, R.A. (1994). Analysis for improving performance: Tools for diagnosing
organizations and documenting workplace expertise. San Francisco: Berrett-Koehler.

West, J. (1997). Managing performance in the white spaces.In G. Rummler (Ed.),

Performance improvement pathfinders: Models for organizational learning systems
(pp. 108-123). Silver Spring, MD: International Society for Performance
Improvement.

42
APPENDICES
S= TANDARDTIME
W= AITING TIME
P= ROCESS TIME
D= DEFECTS

S = ATISFACTORY
U= SATISFACTORY

Order Flow

DOCKING WEIGH LOADING REWEIGH ULD TRANSFER AIRCRAFT TOTAL TIME

S= 1.301IRS S=13 ORS S= 2 HRS 3.2HRS S=03 NRS S= 1.30 HRS GRAND Results
Random
Di D2 W3 W4 15 16 L7 R6 FI9 T10 Ail Al2 TIME
WPWPWPDWPWPWPWPDWPWPWPWPWPDW P D
1 15 12 10 20 5 12 - 5 40 5 10 5 20 10 40 35 80 15 1 7 25 5 26 5 45 • 2.0 5.8 • 1.9 S
2 12 10 10 30 5 15 - 5 40 5 10 5 20 10 40 40 1 15 20 7 20 5 25 5 45 2.1 6.2 8.2 S
3 11 15 10 30 5 12 5 40 5 10 5 20 10 45 • 40 11 10 20 7 20 7 25 5 45 • 2.0 6.4 • 8.4 S
4 10 15 10 20 5 18 - 5 45 7 10 5 20 10 45 55 100 10 20 5 1 5 25 5 55 - 2.2 6.6 - 8.8 S
5 5 12 10 25 5 18 • 5 45 8 10 10 15 10 40 - 50 11 10 20 5 20 1 25 5 55 • 2.2 6.4 • 6.6 S
6 17 10 10 35 5 15 - 7 40 ID 10 10 20 10 40 • 40 11 10 20 5 20 5 25 5 55 • 2.2 6.5 • 8.7 S
7 17 10 15 40 5 18 - 7 75 12 15 10 20 10 40 75 120 10 20 5 20 1 25 7 45 - 3.0 7.5 • 10.5 U
8 1 10 15 40 7 18 1 65 5 15 10 20 15 42 • 15 150 15 25 5 25 1 30 7 55 • 2.9 8.3 • 11.2 11
9 20 10 15 AO 7 20 • 7 50 5 15 10 18 15 40 - 80 120 15 25 5 25 1 30 7 55 • 3.2 1.5 • 10.7 U
10 10 10 10 1 7 15 - 5 50 8 15 10 18 15 40 • 40 11 15 25 5 12 1 25 5 50 • 2.3 6.5 • 8.8 S
11 20 12 10 35 3 13 • 5 45 8 15 10 20 15 40 • 40 11 10 20 7 12 1 25 5 50 • 2.3 6.5 • 8.8 S
12 15 13 10 35 3 13 - 5 45 8 15 5 15 15 40 - 40 11 10 20 5 18 1 30 5 45 - 2.1 6.5 - 8.6 S
13 20 12 15 35 3 15 • 5 45 8 15 5 20 15 45 - 85 11 10 20 5 18 1 1 5 45 - 3.1 6.7 • 9.7 U
14 20 12 15 35 3 15 • 5 50 8 15 10 20 12 45 - 1 11 10 20 5 18 5 25 5 55 - 3.1 6.8 • 9.9 U
15 5 15 10 40 3 22 • 5 40 5 15 10 17 12 45 - 40 95 10 25 5 18 5 25 5 50 - 1.9 6.8 • 8.7 S
16 5 15 10 30 3 20 - 5 40 5 10 10 17 12 45 • 40 11 10 22 5 20 5 25 5 50 • 1.9 6.6 • 8.5 S
17 20 10 10 40 3 20 - 5 40 5 10 10 20 15 45 • 40 1 10 20 5 20 5 25 5 50 • 2.2 6.4 • 8.6 S
18 16 10 10 40 5 20 5 40 5 10 10 15 15 40 40 85 10 20 5 20 5 25 5 1 - 2.2 6.3 - 8.4 S
19 16 10 10 40 5 20 • 5 40 7 10 10 20 15 42 - 40 1 10 20 5 20 5 25 5 50 2.3 6.5 - 8.7 S
20 15 10 10 35 5 20 • 5 40 7 10 10 20 15 42 - 45 1 10 20 5 25 5 25 5 50 - 2.3 6.4 • 8.7 S
21 15 10 10 35 5 15 30 5 40 10 10 10 20 15 42 - 40 86 10 20 5 25 5 25 5 45 - 2.3 6.2 0.30 8.8 S
22 17 10 15 10 3 18 7 40 12 15 10 20 15 42 120 45 70 10 20 5 20 5 26 7 50 • 2.5 6.2 2 10.7 U
23 1 10 15 40 3 18 - 7 45 5 15 10 20 10 40 11 1 70 15 25 5 20 5 25 7 40 • 2.5 6.1 2.7 11.3 U
24 20 10 10 40 3 20 • 7 45 5 15 10 20 10 40 - 40 1 15 20 5 25 5 25 5 40 • 2.3 6.4 • 8.7 S
25 10 10 10 30 3 15 - 7 45 8 15 10 20 10 40 45 85 15 25 5 25 5 30 5 45 2.2 6.4 - 8.6 S

01w heavy traffic into entrance W3w waiting Queue

Ei1p parking into dock W3p recheck the goods before inspection
1)Docking Area 02w TG acceptance when approved by TLX 2) Weigh Area W4w waiting Queue
02p offload goods into provided area W4p Inspect the goods and issue weigh slip

L5w waiting goods approved into gale area R8w walling consol shipment
L5p offloaded goods into transfer area R8p boil up cargoes into pallets
3)Loading Area L6w Forklift on the way 4)Reweight OLD Area R9w waiting Queue
L6P offloaded goods into airlines area R9p weigh ULD and Issue doc
L7w waiting loaded
L7p recheck the goods) the outer boxes

Al1w traffic time

T10w wading Queue AI 1p mire cargoes
5)Transfer Area T1Op recount the pallets no. ti)Aircraft Area Al2w waitng Queue
Al2p recheck the pallets in last stage.

Figure4.2 Tracking Method by Shipments: Wait & Process times; Defects

45
S= STANDARD TIME
W= WAITING TIME
P PROCESS TIME
D= DEFECTS

S= SATISFACTORY
U= UNSATISFACTORY

Document Flow

REGISTRATION LOAD PLANNER & MNFST HANDLING FLIGHT OPT. AIRCRAFT TOTAL TIME

Random S = 1 HRS S = 2 HRS S =1 HRS S = 1HRS S = 1 HRS GRAND Result,

RI R2 R3 14 L5 L6 D7 F8 All All TIME
W P W P D Vil P W P W P D W P W P W P W P W P D W P D
I 12 2 3 2 3 2 75 2 10 3 - 10 5 5 35 3 45 5 15 5 20 2.2 2.2 - 4.4 5
2 12 2 5 2 3 2 75 3 10 3 - 10 5 5 35- 5 60 5 15 5 20 - 2.3 2.3 • 4.5 S
3 12 2 3 2 5 2 89 3 10 3 - 10 5 5 40 5 50 5 15 5 25 - 2.5 2.5 - 4.9 S
4 15 2 5 2 5 2 80 3 10 3 - 10 5 5 40 5 50 5 10 5 25 • 2.4 2.4 • 4.8 S
5 20 2 3 2 3 2 80 3 10 3 - 10 5 5 35 5 50 5 15 5 25 2.4 2.4 • 4.8 S
6 15 3 3 2 3 2 80 2 7 3 40 10 5 5 35 5 45 5 15 5 25 • 2.3 2.3 0.4 5.0 S
7 15 3 3 2 - 3 2 80 2 10 3 15 5 5 45 5 50 5 15 5 30 3.2 3.4 - 6.6 II
8 15 2 3 2 • 5 2 55 2 7 3 - 10 5 7 40 5 35 5 15 5 20 • 2.0 2.1 - 4.1 S
9 15 2 5 2 - 5 2 50 2 7 2 10 5 7 35 5 45 5 15 5 20 - 2.1 2.2 • 4.2 S
10 15 2 5 2 • 5 2 60 2 10 2 10 5 7 35 5 40 5 15 5 20 - 2.1 2.1 - 4.2 S
11 15 2 5 2 5 2 80 3 10 3 10 5 7 30 5 40 5 15 5 20 • 2.5 2.0 • 4.5 S
12 15 2 5 2 - 3 2 80 3 10 3 10 5 7 35 5 55 5 15 5 25 • 4.4 2.5 - 6.9 0
13 15 2 5 2 - 3 2 80 3 10 3 - 10 5 7 40 3 55 5 15 5 30 • 3.3 3.2 6.5 U
14 10 2 3 2 3 2 80 3 10 3 - 10 5 7 35 3 40 5 15 5 25 • 2.3 2.2 - 4.5 S
15 10 2 7 2 3 2 80 2 10 3 - 15 5 5 46 3 55 5 15 5 25 • 2.4 2.6 • 5.0 S
16 10 2 7 2 - 5 2 65 2 10 3 40 15 5 5 45 3 40 5 15 5 20 - 2.5 2.3 0.4 5.2 5
17 10 2 7 2 5 2 80 2 10 3 40 15 5 5 45 3 30 5 10 5 25 - 2.4 2.1 0.7 5.2 S
18 10 2 7 2 - 5 2 60 2 10 2 - 15 5 5 40 3 55 5 15 5 30 • 3.5 2.9 • 6.4 U
19 10 2 7 2 25 3 2 BO 2 10 2 - 15 5 5 40 3 50 5 15 5 25 • 2.4 2.4 • 4.8 S
20 10 2 3 2 28 3 2 80 2 10 2 - 15 5 5 40 3 55 5 15 5 25 2.3 2.5 - 4.8 S
21 15 2 3 2 - 3 2 80 3 10 3 10 5 5 40 3 45 5 15 5 20 - 2.3 2.3 • 4.6 S
22 15 2 3 2 - 5 2 60 3 10 3 - 10 5 5 40 5 45 5 15 5 20 • 3.0 2.3 • 5.3 S
23 15 2 3 2 - 5 2 60 3 10 3 120 10 5 7 35 5 40 5 15 5 30 - 2.4 2.3 2.0 6.7 U
24 15 2 3 2 - 5 2 60 3 10 3 10 5 7 40 5 36 5 15 5 20 - 2.4 2.1 - 4.5 S
25 15 2 3 2 - 5 2 130 2 10 3 - 10 5 7 45 5 36 5 15 5 25 - 2.4 2.3 - 4.7 S

Rlw waiting issued weigh slip 14w waiting for pick up doc
R1p Payment 2)LoadPlanner & L4p collected/ classifed doc by light operation
1)Registration Area R2w waitng Queue Manifest .5w waiting Queue
R2p recheck doclAWB1weigh slips ISp Recheck actual weigh with doc
R3w waling Queue 16w waiting Queue
R3p input data into IT system L6p Closed doc by departure flight

F8w waiting orders from document handling

D7w waiting Queue 4)Flight Operation F8p bring dots to aircraft side
3)Document Handli D7p provided doc into tle

Al1w waiting Queue

5)Aircraft area Al 1 p receive document
AN waiting Queue
At2p recheck the doc before the light departure.

Figure4.3 Tracking Method by Documents: Wait & Process times; Defects

46

t As5tIMPTION UNIVERSITY Liatwke