The Process Re-engineering of Airport Hub Activity
Various activities occur at the airport every time while flying, I have noticed that the airport hub activities take a long time, and various activities are a waste of time. Through the principles, I used the lean principles to eliminate waste and try to accelerate the value- added activities that consume less time. To minimize the number of the working staff in the examiner region, aimed at carrying the packages to the plane. The CT time occurs at the same time in duration of 0.4 hours. The process contains a large number of the non-value added activities because of various reasons outlined below;
- The package information has a formation that requires to be filled through the storage of the packages.
- The packages have to be stored in an inventory position to ensure that they are effective before transportation to the plane.
- Due to the low number of workers in the airport, there is a problem of transporting the packages under immediate effects.
- All the workers in the airport are ineffective in their performances.
The reception operators have maintained a recorded report through the frequent interactions with their customers. Update of the checklist contributes to the effective control of the organizations departments; this has succeeded through the efforts of the DMV managers. Analyzing the service rates for all the services at the desks has resulted to the ability of matching the daily demands through the Value Stream Coordinator. They also analyze the awaiting time taken before the Picture taken through the M/C in the weekly basis. The DMV Mgr and the VS have the advantage of maintaining the results of the pull systems.
