Crew Management

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.”

Richard Branson


The ability to generate a feasible and efficient crew roster is not only key to smooth and profitable operations. It is also an important element of flight safety as well as crew and customer satisfaction. Crew management throughout an airline's network is a complex task involving pairing construction, duty assignments during rostering and crew tracking – obviously while considering legal and training requirements and robust reserves for contingencies.


What does consulting include in this area?

We examine the optimization possibilities that you as an airline have in this area. In concrete terms, this means that we analyze your crew management process and see where you can save costs and make your day-to-day flight smoother. Our focus lies very much on getting the best out of your IT solutions, digitalization and enhancing crew management related processes, including the interfaces to ops control, flight operations and the cabin crew department.

 

We will be happy to give you an example:

Customer problem 

One of our customers faced some painful roster optimization problem: While the optimizer yielded a crew productivity of around 105%, this result worsened post roster publication until the day of operations with around 84% productivity.

According to this, our customer had a gap of 21% within its crew calculations before and after the creation of the duty rosters.
 

Analysis

Our analysis revealed: Scheduled changes and disruptions that made short-term crew changes necessary were responsible for this gap.
 

Recommendation

We suggested implementing a dedicated crew planner that takes care of roster optimization after publication. We assisted in defining the role, responsibilities, proper policies, and supported with training.
 

Impact on client’s business

Our customer improved the optimization result by more than 7% to an average value of over 90%.

 

 

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