TURN AROUND TIME CENTRE

Obtain an independent second opinion on your turn times, optimize the process and the resources or certify the turnaround process.

WHAT IS A REASONABLE TURN TIME FOR AN AIRCRAFT?

Find out whether your company's turn times are correct. Obtain an independent second opinion.

 

INDEPENDENT SECOND OPINION

The turn around process between arrival and departure of an aircraft is a key element in an airline's operation. It's a time when a number of departments and third parties rush to get their task done in time, while at the same time we do everything to give passengers a great  last or first  impression of the aircraft.

We evaluate turn times on the basis of 4 crucial principles:

• REASONABLE WORKLOAD : The task and pace asked from the people involved must be reasonably feasible. Process mapping and comparing resources provides objective standards for each aircraft type.
  

• COMPETITIVE EFFICIENCY: The turn time must enable the company to achieve competitive fleet utilization, crew rotations, airport workload, slots usage and connections.

• GOOD PUNCTUALITY: Sharp turn times on paper mean nothing if they always lead to delays in practice.

This independent second opinion service provides quick and low-threshold feed-back on company turn time standards.

 

 

TURN TIME OPTIMIZATION

Our more in-depth service in this field is turn time optimization. This service addresses the broader constellation of turn times, schedule efficiency, ground resources and operational organization in order to define the optimal turn times for each aircraft type. 

 

BENEFITS OF SHARP TURNAROUNDS
In most airline networks there is not a linear correlation between turnaround times and fleet utilization. You only gain fleet efficiency if you can fit in extra sectors, which depends on other factors as well. 

More modest benefits can be achieved if earlier arrivals create extra connections, or safer connections, if slot restraints or curfew risks can be avoided, crew limitations can be met or punctuality risks can be better controlled. All bits and pieces that can add up to serious profits.

However, in all cases it is necessary to see the flip side: a shorter turnaround usually comes at a price. Only by recognizing this and by making the proper trade-off, shorter turns can really make sense.

back to top 

PUNCTUALITY
Contrary to what sometimes is believed, there is no straight correlation between turn times and punctuality.

Sharp planning can also be very beneficial to punctuality. An alert and flexible process is much more effective for on-time-performance than an overload of buffers; these are too easliy absored for other purposes and thus swiftly lose their effect. Shorter turn times force an airline into better process control and can thus turn to be an opportunity for better punctuality.

back to top 

WORKLOAD AND ORGANIZATION
A faster process does not always mean running faster.

Better organization of the process eliminates a lot of unnecessary waiting times and omits sub-optimization of department processes. See a turnaround as a Formula 1 pit-stop. Getting the plane back in the air is a joint effort of all departments involved, on the ground and on board. Our vision is that it is not desirable to put too much pressure on individuals, but mild pressure on the organization as a whole.

When managed with good process control, it brings less surprises and lower stress due to better oversight of the situation. The fastest turnaround times often take place in a remarkably relaxed atmosphere. That's how we like to see it.

back to top 

 

 

PROCESS CERTIFICATION

One of our features in the above is to formally define the turnaround process. Of course this is also applicable for certification purposes. We can produce your JAR-OPS or EU-OPS paragraphs -or their equivalents- on the turnaround process.