Ground Handling

Kasper stergaard Helsted, Jens Hegner Strmose, Christoffer Carl Christensen Christian Heider Nielsen, Kasper Fuglsang Christensen Anders Lykke Matthiassen & Josias Laugesen 21 - 05 - 2014

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For the sake of not being totally useless, here is a joke to lighten the mood. There are only two hard problems in computer science: Cache invalidation, naming and off-by-one errors.

Institute of Computer Science Strandvejen 12-14, 9000 Aalborg Telephone 96 35 97 31 Fax 98 13 63 93 http://tnb.aau.dk

Title: Ground Handling Project Period: Spring Semester 2014 Project Group: SW2-A418 Participants: Kasper stergaard Helsted Jens Hegner Strmose Christoffer Carl Christensen Christian Heider Nielsen Kasper Fuglsang Christensen Anders Lykke Matthiassen Josias Laugesen Supervisor: Ramin Sadre Copies: 10 Page Numbers: 65 Appendix: None Number and Type of Annexes: 14 pages, code Date of Completion: 21-05-2014
The content of this report is freely accessible, but publication (with referencing) may only happen under agreement with the authors.

Abstract:

Synopsis

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For the sake of not being totally useless, here is a joke to lighten the mood. Q: How many programmers does it take to change a lightbulb? A: None, thats a hardware problem.

Preface

Contents
I
1 2

Problem Analysis
Introduction The Ground Handling Process 2.1 Ground Handling in General . . 2.1.1 Delimitation . . . . . . 2.2 Tasks . . . . . . . . . . . . . . 2.2.1 Catering . . . . . . . . . 2.2.2 Cleaning . . . . . . . . 2.2.3 De-icing . . . . . . . . . 2.2.4 Electricity . . . . . . . . 2.2.5 Freight . . . . . . . . . 2.2.6 Fuel service . . . . . . . 2.2.7 Air plane Mechanic . . . 2.2.8 Passenger bridges/stairs 2.2.9 Push back . . . . . . . . 2.2.10 Missing: . . . . . . . . 2.2.11 Relationship . . . . . .

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Stakeholders 3.1 Organisations . . . . . . . . . . . . . 3.1.1 Ground Handling Companies 3.1.2 Airports . . . . . . . . . . . . 3.2 Management . . . . . . . . . . . . . 3.2.1 Supervisors . . . . . . . . . . 3.3 Passengers . . . . . . . . . . . . . . . 3.3.1 Cabin Crew . . . . . . . . . . Planning 4.1 State of the Art . . . . . . . . . . . 4.1.1 Peakhours . . . . . . . . . . 4.2 Suggestions . . . . . . . . . . . . . 4.3 Conclusion on motivation and stress 4.4 How to avoid bad planning . . . . . 4.5 Safety and Incident Contributors . . 4.5.1 Incidents . . . . . . . . . . 4.5.2 Contributing factors . . . . 4.5.3 Personal Factors . . . . . . 4.5.4 Communication . . . . . . . 4.5.5 Information . . . . . . . . . 4.5.6 Safety . . . . . . . . . . . . 4.5.7 Environment . . . . . . . . 4.5.8 Management . . . . . . . .

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4.5.9 Leadership . . . . . . 4.5.10 Technical factors . . . Stress . . . . . . . . . . . . . Motivation . . . . . . . . . . . Consequences of Bad Planning

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Problem Statement 5.1 Problem Formulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . TEMP

II
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Product Development
Future 7.1 Future Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Part I Problem Analysis

INTRODUCTION

1. Introduction
In this part of the report we will take a good look at ground handling in general, and what problems is currently present in the industry. Ground handling, being the entire work related to the plane from landing to take off, is a very complicated process, which in some cases requires very good timing. For example in Aalborg Airport they operate with what they call peak-hours. Being the time between 6-10 in the morning and 16-20 in the evening. During this period the handling can easily become chaotic, and any number of different problems might arise, such as unscheduled ights, some jobs taking longer than what was expected or simple logistical errors that means that the right equipment is not on site at the right time. We will look into all the different parts of ground handling that might be relevant, and in the end we will, by using this analysis, make a problem statement, focusing on a few of the problems relevant to our project.

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THE GROUND HANDLING PROCESS

2. The Ground Handling Process

2.1 Ground Handling in General

This report will primarily focus on ground handling, but what exactly is ground handling? Ground handling is the work done to an aircraft from the time it lands until it takes off again (the handling of aircrafts on the ground). The actual ground handling consists of many different kinds of work; some ground handlers (un)load baggage, some clean the cabin and some fuel the aircraft amongst other important duties. The specic work done in a ground handling context will be described later in the report. These ground handling duties are typically performed by ground handlers who are employed by either the airport or dedicated ground handling companies. In smaller airports, such as Aalborg Airport, one employee can typically maintain various ground handling assignments, whereas in larger airports, like Copenhagen Airports, each employee is typically assigned only one job. Likewise in smaller airports, the airport itself is typically in charge of the ground handling staff, where larger airports usually hire ground handling companies. The time ground handling takes for an aircraft varies greatly. The amount of ground handlers and equipment assigned to an aircraft is usually dependent on the time before the aircraft has to take off again. Some airplanes have a lot of ground time, and thus the workload is spread out, whereas others have to take off almost immediately, and the work is prioritized highly and a lot of workers are assigned that aircraft. A rough visualization of the time it takes for a Boeing 747 to be handled can be seen here:

Figure 2.1: A general timetable of a turnaround af Boeing 747.

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THE GROUND HANDLING PROCESS

2.1. GROUND HANDLING IN GENERAL

2.1.1

Delimitation

Ground handling is a very big area, and to cover it all would therefore be to big for this project so some delimitation needs to be done. When visiting Aalborg Airport we got a look inside how different areas of ground handling are organized and as seen in g. 2.2 the COO (Kim Bermann), the person who was interviewed during the visit, is in charge of most ground handling services at Aalborg Airport. Since Kim is the operational leader, it was chosen only to focus on his eld, thereby delimiting food and beverage, being the only ground handling tasks Kim is not in charge of, although there will be dealt with communication indirectly.

Figure 2.2: The organisational structure of Aalborg Airport.

The largest eld of the ground handling is what is done to the airplane on the apron, therefore we have decided to delimit all ground handling task not being done on the apron with the exception of cargo and luggage, thereby delimiting check-in, security and taxiing of aircraft, and everything done in-ight. These are the areas left: Catering Cleaning De-icing Electricity Freight Fuel service Mechanic 4 of 41

THE GROUND HANDLING PROCESS

2.2. TASKS

Passenger bridges/stairs Conditioned air Potable water Lavatory service Pneumatic

2.2

Tasks

This section will describe which different tasks are done by the ground handling companies and how they are connected and dependent of each other. In an interview made in Aalborg Airport with the COO, Kim Bergmann, it was found that many different airlines needs many different services and procedures done to an aircraft. The most common tasks will be covered in this section, but it is important that any airline/ground handling company needs to be able to vary and change these tasks since ground handling is a complex and large operation. To give an overview of what tasks that are done to the airplanes an overview of the aircraft has been made from the book Airport design and operation [3] chapter 9 which describes the ground handling process in detail. In graph g. 2.3 we can see the different tasks done to an normal airplane during an end-station turnaround (a turnaround where passengers and luggage have arrived at their destination and new passengers, luggage and intentionally crew needs to board the ight).

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2.2. TASKS

Figure 2.3: An overview of the different ground handling tasks done to an Boeing 777. Airplane model taken from [1]

The amount of tasks needing to be done to an airplane vary from company to company, airport to airport, time of day etc., but this example is used to illustrate all of the categories. It is also shown where the different tasks are approximately placed on the Boeing 777, this position of cause vary from airplane to airplane and also the amount of cargo storage areas inside the airplane and the need for either passenger bridges and/or stairs vary from airplane to airplane and also airport to airport. The sizes of the equipment and vehicles are not exact. The following sections will describe the different tasks and how they are done.

2.2.1

Catering

The catering services are everything related to the food and drinks on the airplane. There is a lot of different ways to handle catering. SAS for example, provides free coffee on all of their ights, but most of their ights is only national, so there is no need for food. Other companies dealing with international ights provide food for either all the passengers or to some, who pay in advance. This process can only happen after the passengers have left the plane. When passengers are on long ights, they will be served meals, most of which consist of different kinds of meat, vegetables and drinks. The pilots are served with the same dishes, although this varies in between the different airlines[15][8]. SAS offer breakfast when ying domestic ights, but only from 6 to 9 AM[24].

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2.2. TASKS

All these air meals and drinks are prepared and made by the catering services, that are a part of the ground handling organisation. The catering companies are chosen by the different airlines individually. SAS for example, have used Gate Gourmet[25] as their catering service for a number of years. The catering services are very difcult in the sense of how complex the logistic aspect is, as the President of KLM Catering said "Flight catering is 70 percent logistics and 30 percent cooking[28]. For this reason the catering services want their operations to go as smoothly as possible. The airline companies are also very interested in getting capable catering services, as they can then use the food as a marketing technique[28]. Since logistics are so essential to the catering crews, a way to optimize their workday would be very benecial for the catering companies, both by making the teams more efcient and by making the logistics aspect simpler.

2.2.2

Cleaning

The cleaning crews are a part of nearly every turnaround, making them an important aspect to consider when designing a solution in an effort to optimize turnaround procedures. Cleaning is a large part of the routine the plane is undergoing when it arrives to the airport. Which makes the cleaning companies a very interesting part to take a look at. The time it take to clean the cabin, is roughly half of the time the plane is standing still, according to the timetable. Depending on the time it takes to travel to the aircraft, it can take longer than shown on the timetable.

2.2.3

De-icing

De-icing is the removal of snow and ice from airplanes in the winter. To do this the groundhandling crew uses special chemicals that anti-ice the aircrafts, they also use heat. De-icing is important to do since it affects functionality, stability and control of the airplane[22]. The de-icing takes place in the time-span of the turn-around of the airplane, though there is another way to de-ice if the airplanes needs to stay at the airport for some time. The way to do this is to use preventive de icing when the airplane arrives, which helps prevent ice from forming at the airplane.

2.2.4

Electricity

Often the rst point of ground handling, where the plane is connected to the airports power supply. Here its batteries get charged and get ready for the next ight. The charging stations are almost exclusively stationary, and located at the front of the apron. This process can happen at the same time as all the following processes.

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2.2. TASKS

2.2.5

Freight

In this section the freight handled at airport will be analysed as the transportation of goods and passengers plays a major role in everyday life at an airport. Luggage is loaded on the plane using tugs, which transport containers with luggage. The Boeing 747 has seats for 416 passengers[21] and can carry roughly 6,500 kg of luggage or 9,568 kg if the plane would be entirely booked and every passenger had a 23 kg checked luggage, as in the estimate the hand luggage is not being taken into account. To transport such a huge amount of luggage, tight planning and careful transport is necessary in order to bring the luggage onto the airplane on time. Novia and SAS Ground Handling are two ground handling companies that have the responsibility of loading luggage[23]. If a passengers luggage is, by mistake, sent with a wrong plane, the passenger can contact the airline, and then the airline will talk with the ground handling company, that handled the luggage. In Aalborg Airport, luggage is equipped with a RFID chip that allows the Airport to track all luggage, and use that information in an advanced sorting machinery that has managed to almost eliminate loss of luggage. Luggage is not the only thing transported. Aside from passengers, cargo is a big part of aerial transportation and is an industry that has existed as long as passenger transportation. Aalborg Airport however, does not provide transport services of goods as they only focus on the transportation of passengers. Many integrators, companies using integrated carriers, construct and operate their own terminal where their goods arrive and is checked, packed, documented, transported to the apron (the area where the ight is serviced by the ground handlers) and so on by their own system, this is not case of Aalborg Airport, as they do not have any more than one terminal. When cargo arrives at the airport it normally arrives at a terminal, it is normally transported via electrical tugs from the trucks into the terminal in carts carrying bulk cargo, pallets or containers. The cargo is now taken through a sorting process that deposits the goods directly at the stufng platforms or they are again taken by conveyor (packages up to a maximum of 30 kg are put into trays on the conveyers) or fork lift to the platform. Unless the container for a destination is full, the cargo is rearranged at these platforms by destination in new ULDs. The same method applies to cargo arrived from air, from another airplane where the cargo is in transit in the current airport. The only difference being that this cargo arrives from the air side, not the land side. This process of rearranging is entirely manual, no matter how mechanized the terminal is (will be described shortly) and is preferably done on height-adjustable platforms that can indicate the weight and sometimes the stability of the ULD. This information is very important when you load the aircraft to ensure a stable aircraft in balance. There are ve different tasks performed in the terminal: Conversion between modes of transport Sorting, including breaking down loads from originators and consolidating for destinations Storage, and facilitating government inspection

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2.2. TASKS

Movement of goods from landside to airside and vice-versa, or from aircraft to aircraft Documentation: submission, completion, transmission Getting these ve tasks just right and performed smoothly and effectively can reduce the mishandling rate from 1 : 20 to 1 : 26,000. A Cargo and luggage is normally transported in ULDs via roller-bed dollys (Flat carts acting as wheels for the ULDs) to the aircraft and then lifted into the aircraft either from the side or the front via high-loader vehicles (a truck specialised to raise and move the ULDs inside the aircraft). The ULD can now be organised inside the aircraft on roller beds. The cargo needs to be loaded in the right order to achieve balance. The bulk cargo (cargo that is not containerized or on pallets), which has been transported to the ight in carts, can now be loaded into the ight via self powered conveyer belts. Therefore is it very important for the airport to know if the cargo will arrive in bulks, on pallets or on ULDs and if it needs transportation from the terminal to the apron, or the company will transport it on trucks, granting access to the aprons. In conclusion; the amount of freight, consisting of cargo, mail and passengers, is present everyday in several tons. The personnel and ULDs are working precisely in order to make sure the freight is transported to the right locations and ights. The cargo can not wait too long at the storing areas as there is a certain time limit at most airports. A fully mechanised system will be able to service containers and machines in a very fast manner, as a lot of these ow through the terminals.

2.2.6

Fuel service

Fueling happens in different ways in different airports. In some airports pump vehicles drive up to the planes and fuel them manually, while in other airports, stationary pumps are located on the individual aprons. When fueling all passengers must be kept clear from fuel hoes since accidentally rapture (depending on the area and size) on the hoes can cause a spill from 33 to 100 liters per second. This is a very dangerous situation since jet fuel is rst and foremost a ammable liquid with a ashpoint of 40 degrees Celsius and ignition at 220 degrees Celsius which can occur is the fuel comes in contact with a hot engine, wheel brake, discharge of static electricity or even open re in form of a smoke from the passengers. Also the jet fuel can cause skin irritation and must be washed off immediately. Also all personnel must know where eyewash facilities and deluge showers are located. [Ramp Operational Satiety Procedures] Therefore it is recommended that deboarding and boarding of passengers and crew is done when the fuel hoes are not pumping. In chase of an emergency all fueling must be cancelled immediately and the emergency shutoff switch must be pushed. This is typically placed in front of the aircraft parking position and all apron personnel must know where this switch is located and make sure that access to it is kept clear.

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2.2. TASKS

2.2.7

Air plane Mechanic

To be able to make a thorough analysis of the personal involved in the handling and maintenance of the ights, its necessary to take a look at the relevant workers. Mechanics are the workers handling maintenance, and in this chapter their job and the potential for optimization of this, will be evaluated. The airplane mechanic has a very important job in the airport, their job is to repair the airplanes. Its therefore important that these working crews can access the airplane that needs repairing quick and easy, and know where they needs to go, so the airplane can get ying again as quickly as possible. It is also important that they do their job as good as possible, as every part needs to be maintained correctly. In Scandinavia and the Baltic countries, the leading airplane mechanic company regarding technical airplane maintenance is SAS Tech[12]. In Aalborg Airport the method of which the planes are currently gone through for mistakes, is actually not a technician going through the planes known error locations, but it is often a baggage handler with a specic course, so he knows exactly what to look at, at specic places on the airplane. The way the scheduling of the airplane reparation happens is that the airtrafc companies themselves repair the airplanes. Aalborg Airport is not big enough for the airtrafc companies to have repairs on their planes made there, and therefore it must be set up so the planes will land in another larger airport at a specic time for airplane to get maintained. The maintenance of the airplanes often happen in the night time. If a airplane has trouble and need to be repaired while at Aalborg Airport, a technician will y in to Aalborg Airport to repair the airplane. This happens a couple of times a year, but as mentioned earlier, schedueled maintanence of the airport does not happen at Aalborg Airport. If it would be possible for airplane mechanics to know exactly where to go by viewing it on a smartphone, PDA or other portable device, the mechanics would be able to be more productive, as they would know instantly where they where needed for their next task. Boeing has released an application to help the mechanics get important things like airplane manuals, and serial numbers for specic parts. If they would be able to do this with every airplane, or every airplane at Aalborg Airport, it would help the mechanics tremendously as they would be able to identify the parts they needed much quicker, and therefore the maintenance of an airplane would be quicker. By using an application you would also be able to nd earlier maintenance records, meaning that if another mechanic may have made a mistake, you would be able to identify it much quicker[27]. A downside to making an application like Boeing, could be the obvious problem of Grease. If the Mechanics are supposed to use a tablet, PDA or smartphones, wouldnt they need to use a lot of time to clean their hands in between using the device, and would this really make the repairing of the aircraft faster? Other suggestions for application that could help mechanics do their job faster an better include: An application that gives suggestions how to x things by describing the problem (Ex. Weird Noise in Cabin)

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2.2. TASKS

An application that would help them calculate different things, like what to setting to set the torque screwdriver to. After this has been checked it can be concluded that the only area that can be easily implemented in a software solution, would be the manuals and serial numbers part.

2.2.8

Passenger bridges/stairs

Passengers will leave different planes in different ways. They can leave through a passenger bridge, they can leave by walking from the plane to terminal or on bigger airports they can be collected by a bus. This process typically happens before the fuelling of the plane.

2.2.9

Push back

When all other processes has been completed the airplane can take off. For this to happen a push back has to happen. This happens with the help of a specialised machine called a tractor. With the help of this machine the airplane is pushed to a point where it can easily taxi to the runway.

2.2.10

Missing:

Conditioned air Potable water Lavatory service Pneumatic

2.2.11

Relationship

Many tasks needs to done before others can start, for instance you need to unload the current luggage/cargo before new can be loaded or as described in fuel service it is highly recommended that passengers leave the airplane before the fueling process can be started. To give a clear and structured overview the total ground handling service and which tasks can be done simultaneous or rather which needs to be done before others can start g. 2.4 is divided into 3 individual ows. The gure shows the tasks that needs to be done on a normal turnaround and is inspired from the gure in the report "Ground Handling Simulation with CAST" page 27 but has been modied to give a clearer overview and has been conrmed by the descriptions given earlier in this section.

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Figure 2.4: The frequency of how often incidents of different categories happens.

The three ows are not dependent on each other and can all be done when seemed t or necessary but each ow has a clear stream though it and no steps can be done before all earlier tasks has been done.

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STAKEHOLDERS

3. Stakeholders
In this chapter the different stakeholders for this project will be described. The focus will be on three categories of stakeholders, organisations, management and operational personnel. The main focus will be on the operational personnel, as these are judged to have the largest interest and use of this project.

3.1

Organisations

This section concerns the organisations which are relevant to this project. The sections main focus will be which jobs and protocols there are in the organisations and how they differ.

3.1.1

Ground Handling Companies

Ground handling companies are one of the primary stakeholders to consider, since they are the main target group for our project. Ground handling companies provide an array of services for airports and airlines. Among these are aircraft handling services, such as cabin cleaning, loading and unloading, luggage sorting and ULD (Unit Load Device) control. Besides handling the aircraft, many companies also handle passenger services, such as check-in, lost and found and VIP services. Some ground handling companies even assist with weather brieng and ight operations[11]. For the ground handling companies to handle such a vast amount of services, they need a large number of employees carrying out a lot of different tasks. Managing all of these employees is not an easy job, and can require multiple supervisors, making sure that each of the ground handlers is working efciently and that they are not idle for prolonged periods of time. As we have learned from our interview with Kim Bermann, the job of managing this crew of ground handlers is usually done manually, where supervisors distribute the workload among the ground handlers and assign tasks to the ground handlers individually, to the best of their ability. This method is far from ideal, as mistakes can easily happen when assigning tasks among large numbers of ground handlers, due to the supervisors being pressed on time, as to not delay the work of the ground handlers. These mistakes can potentially be catastrophic as they can lead to problems ranging from delays, due to poor planning, to crucial errors in handling aircraft, to assigning a ground handler to a task in which he does not have the required skills to perform. To further clarify which specic problems arise when delegating tasks among the ground handlers, there will be conducted an interview with an airport. This interview and the results thereof will be described later. Aalborg airport is in charge of both the ground handlign and checkin for all companies execpt SAS, who is in chage of checkin of their own airplanes. It depends on the size of the airport who is in charge of the ground handling and checking, Billund and Aalborg airport is in chage by them self, bigger airports like Copenhagen or Amsterdam, are only in chage of the runways and securety. For the rest they have other ground handling companies. Until an airport exceeds 2.000.000 passengers per year, they can keep all ground handling for them selfs. If they exceeds 13 of 41

STAKEHOLDERS

3.1. ORGANISATIONS

2.000.000 passengers per year can outside companies make offers, and if they are better, the airport cannot refuse. Aalborg airport has around 1.400.000 passengers per year The services airplanes can have and the contracts that each company sign, can vary alot. In the IATA Airport Handling Manual all the codes for each of the numbers in a contract can be found, in the IATA Airport Handling Manual each code/number is described. Though compaies uses old contracts, so the codes can vary, the IATA Airport Handling Manual is published every 5 year. In conclusion the many ground handlers performs a high variety of tasks in which they are administered by their supervisors. If the supervisors are able to retain their overview of the ground handling crews, the amount of mistakes and crucial errors are tied to together by the fact, that tasks and jobs are delegated manually to the individual workers.

3.1.2

Airports

In the following section, airports, mainly Aalborg Airport, will be described. THe section will go into the prices and services of Aalborg Airport, describing prices on things like fuel. In the section it will also be described how the emergency protocols of big airorts are, and how these are supposed to be handles. Furthermore the section look at the types and amount of airplanes travveling through Aalborg Airport, and at last it will be described how the teams at Aalborg airport is managed, and how this could be bettered. Prices and Services When designing products aimed at airports, it is interesting to nd out what services and what prices the airports usually deal with. In this section we will look at different prices and services in airports. Fueling is an important part of ground handling, since refueling it is a task that must be performed every time a planes arrives. Aalborg Airport has an agreement with the Shell corporation, to get their fuel supply from them. The air planes are fueled with a fuel type called 100LL [17], and is a very common aircraft fuel, it is priced at DKK 19.85 pr. litre, which means that if you would have to ll up a Boeing 737-800, which can contain 26,020 litres[20], it would cost DKK 516,497 plus the start up fee. As described above it is clear that there is a lot of money going around in an airport, even when only one air plane is taken into account. The air planes need to get lled up before every lift off, since a Boeing 737-800 uses 3,200 litres of fuel pr. hour when it is in the sky. This means that if you were to y from Aalborg to Copenhagen it would cost, just in terms of fuel, DKK 47,640, as it takes 45 minutes to y from Aalborg to Copenhagen. According to Aerohandlers pricelist (, airlines pay upwards of USD 3000 for a single airline to have ground handling performed upon. This indicates that the cost of performing ground handling, for the ground handling companies, is also very high. If you were able to optimize ground handling procedures, then costs for the ground handling companies could be reduced, leading to lower prices for the airlines and ultimately lower prices for the passengers. Therefore, optimizing the work ow on ground handling procedures is a very relevant aspect of designing solutions for aiports. 14 of 41

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3.1. ORGANISATIONS

Emergency Protocols This section will go into the emergency planning of the airports, describing what will happen in case of an emergency, like a plane crash. In this section the three emergency protocols, aircraft accident on the airport, full emergency and local standby will be described. All information in this section will be drawn from the Airport Services Manual, Part 7 by International Civil Aviation, Second Edition - 1991 [14]. Occasionally unexpected emergencies occur, which the airport needs to respond to. A standard service manual for handling potential emergencies exists. When designing ground handling systems for the airports it is relevant to know how they handle emergency landings: Which runways to shut down and prepare for the emergency, how to handle incoming and outgoing trafc and other airport services. In general a lot of different organizations is involved in these emergencies, each with their own responsibilities. The manual suggest the following plan for an aircraft accident at the airport: Chapter 4 RESPONSIBILITY AND ROLE OF EACH AGENCY FOR EACH TYPE OF EMERGENCY 4.1 AIRCRAFT ACCIDENT ON THE AIRPORT 4.1.1 General The airport emergency plan shall be implemented immediately upon an aircraft accident occurring on the airport. For this type of emergency, responding agencies are expected to take action as described in 4.1.2 to 4.1.10 below. 4.1.2 Action by air trafc services 4.1.2.1 Initiate emergency response by using the crash alarm communication system (See Figure 8-1). 4.1.2.2 Notify the rescue and re ghting service and provide information on the location of the accident, grid map reference and all other essential details, including time of the accident and type of aircraft. Subsequent notication may expand this information by providing details on the number of occupants, fuel on board, aircraft operator, and any dangerous goods on board, including quantity and location, if known. 4.1.2.3 Close the affected runway and minimize vehicle trafc on that runway to prevent disturbance of accident investigation evidence (See 4.1.5 2) f)). 4.1.2.4 If required, initiate communications to the police and security services, airport authority, and medical services in accordance with the procedure in the airport emergency plan. Provide the contacts with grid map reference, rendezvous point and/or staging area and airport entrance to be used. 4.1.2.5 Issue the following Notice to Airmen (NOTAM) immediately: Airport rescue and re ghting service protection unavailable until (time) or until further notice. All equipment committed to aircraft accident. 4.1.2.6 Verify by written checklist that the actions above were completed, indicating notication time(s) and name of person completing action.

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3.1. ORGANISATIONS

In conclusion, a runaway can then be assigned to "full emergency" or "local standby" statuses, and when an accident occurs, the affected area is closed and trafc through the area is minimized. Furthermore, a signal of NOTAM is issued to notify that airport rescue and re ghting services are all currently occupied. But it is the airports employees that handles the situation with a couple other organisations such as re-ghters, rescue etc., not the ground handling organisations. Air Trafc from Aalborg Airport In this section the air trafc in Aalborg Airport will be described. This section will go into the specic planes that travel through Aalborg Airport. By 2013 there where more then 6,000 ofcial airline ights from Aalborg Airport, of them, the most common types of air crafts are shown in the table below: Aircraft BOEING 737-800 AIRBUS A-320 FAIRCHILD DORNIER 328 EMBRAER ERJ 190-100 AIRBUS A-321 FOKKER 70 SAAB 2000 Flights 2919 2544 1080 732 725 723 370

The data from this table is gathered from Flightradar24[2]. Aalborg Airport, also have a private air taxi service called North Flying, which can y private passengers [19]. 2,500 cargo ights are made daily [18]. In conclusion, the most comman types of aircrafts in Aalborg Airport is the Boeing 737-800 and the Airbus A-320, these 2 types of airplanes combined y more through Aalborg Airport, than the res rest of the aiplanes types combined. Team Division In order to make a system that is helpful for the airport, it is important to know the people who supposedly are going to use it and how they work. In this section the team division will be described in order to get a clear view on the properties of the teams at Aalborg Airport. All information used in this section have been collected from the interview made at Aalborg Airport. At Aalborg Airport a schedule will be made on a weekly basis, which contains information on what tasks the workers are assigned to. The are assigned total of e teams everyday, as seen in gure 1. The workers are divided into teams that will be responsible for the different departures and take offs. How the teams are composed may vary from day to day as the workers are able to perform various tasks. A worker who is taught how to pushback may also be able to do the departure checks and so on. After ve to six years, a worker should be able to do almost all of 16 of 41

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3.2. MANAGEMENT

Figure 3.1: A snippet of a schedule used at the Aalborg Airport

the different tasks that are present at the airport. This is valued by the airport as they believe the workers is more satised when their tasks are mixed up once in a while, in order to keep them challenged. It is different from an airport as Copenhagen Airport where the workers are designated only one or two tasks. In short, the workers at the airport are not always in the same teams or assigned to the same tasks, as they can handle a wide variety of tasks, and because the airport wishes for the workers to be challenged. Summary of Airport In conclusion it can be said that it is important for the airports to make sure that they can handle any task or emergency that might come, it could be an airplane that where schedueled to land at antoher airport, but has to land at another airport within 5 minutes, or it could be something as serious as a plane crash, and the groundhandlers need to know what they are required to do when something like this happens. Rigth now the ground handlers does not work in specic teams but are assigned to different teams based on their different skills. This means that a person does not have team members he is also working to together with, and does not always work on the same task.

3.2

Management

In this section the management, those responsible for administrating the ground handlers, will be described. The management part of the organisation is essential to keep the whole operation running. Here it will be described how managers works and what tools they are using and, possibly, are missing.

3.2.1

Supervisors

In this section the focus will be put on the supervisors of the ground handling teams, because they are very important stakeholders to consider when developing programs which apply to ground handlers. The supervisors have to direct the ground handlers effectively, and monitor their performance level [4]. Therefore it is the supervisors, who bear the main responsibility if the program is ineffective or decreases worker performance. If the program should be any of the aforementioned, 17 of 41

STAKEHOLDERS

3.3. PASSENGERS

the supervisors have the biggest say in deciding whether to terminate the use of the program or not. For the program to be most relevant for the supervisors, it should be designed with features that ease or simplify the workload of the supervisors. This could be features like making it easier to motivate the workers, dynamically allocating tasks among the workers and making performance evaluation reports easily available to the supervisor. An important aspect about supervisors, is that they need access to information that is relevant to them, but not the ground handlers.

3.3

Passengers

In a survey made by eTN (Global Travel Industry News), more than 3.200 people were asked what they considered the most important things about a ight. Their answers included things like more enough legroom, better seats, no baggage fees and Wi-Fi access[13]. More and more passengers have a smarthphone, meaning that if an app showing ight delays were available, they would be able to be updated on the go. An app which could make the passengers check in at the airport would also be a step forward, since 21% of the passengers already use mobile boarding passes. In conclusion the passengers have different expectations for the ight companies, and it will not be easy to satisfy every customer fully. To do so would be a major challenge, but also one that might raise the number of people traveling with air trafc, but for ground handling companies, passengers is no concern, other than check-ins and take-off schedules, which the passengers require. With that said, a smartphone application that would help the passengers check in a keep updated with their ights would be a great improvement for the passengers.

3.3.1

Cabin Crew

In this section the focus will be put on which tasks and responsibilities the cabin crew takes on. Ahead of each ight, the entire ight crew are required to show up to a brieng about the ight[7]. At the brieng, the crew undergoes the safety protocols, emergency check lists, the targeted ight location, and how much safety equipment are on board the ight. The ight personal is in charge of boarding V.I.P. passengers, families with small kids, and passengers with special needs[7]. Once a airplane has taken off, the crew serves food and drinks to the passengers and personal. While they serve, it is their responsibility to periodically conduct cabin checks and listen for any unusual noises. They additionally have to perform periodic checks on the lavatories, here the crew investigates the mandatory ashtray and if smoke detectors have been tampered with as well as restocking the lavatories. In addition, the cockpit needs to be checked regularly to ensure the pilots health and safety. Before each landing, the crew gathers food trays and rubbish to be disposed before the nal landing procedure is initiated, fastening all loose items and a nal cabin check is performed[7].

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3.3. PASSENGERS

In summary the cabin crew needs a specic brieng before take off, and during the ight the crew will check the state of the airplanes safety[7].

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PLANNING

4. Planning
All these tasks that needs to be done during the day of cause need to be organized and planned and especially. This section of the report will therefore look into how the airports currently are planning the day since we a Aalborg Airport found out that an airplane in princip can tell that it is arriving 5 minutes before it is, how they deal with such unexpected situations. It will also analyse the problems with the current system and how this can be improved.

4.1

State of the Art

In the interview with Kim Bermann at Aalborg Airport, Kim mentioned which kind of different software Aalborg Airport uses. Right now Aalborg Airport uses a program called TimePlan. The program is a basic planning tool, where the administration has to either manually setup an entire week, and then repeat it, or they have the opportunity to copy a previous week. If any changes occur during a week, the changes have to be done manually. Any change during a workday is changed on a piece of paper, which is hanging near the apron.

Figure 4.1: An image displaying the program TimePlan.

Every department have their own system, where each person gets a job description when the ground handler meets. The system tells the worker what the worker specic need to do throughout the day. The way it work is the whole week is worked into TimePlan, then a time sheet where each airplane, and who is going to work on it, is worked into a Microsoft Excel page, and then printed.

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PLANNING

4.2. SUGGESTIONS

Figure 4.2: An image displaying an example of the used excel document.

Every worker need to check in every day so the program can keep track of who is working the specic date, and who is not. TimePlan also comes with a application where workers can exchange who is work.

4.1.1

Peakhours

Aalborg Airport has its peak hours during the morning and during the evening, peak hours means that the trafc in the airport is vastly increased. Aalborg Airport also has the opportunity to call people in people if they suddenly need more help on the apron. The workers can either be part time workers, students or workers working overtime. The reason for calling more workers is often an unplanned airplane landing. More personal can maybe do a task quicker, which is very important to the program, and could be added.

4.2

Suggestions

A couple of suggestions on how to boost safety and maintain on-time schedules, were concluded by [6], the report is based on an investigation, and questionnaires, on both the management segment and the operational segment of an airport. According to operational personnel the most frequent factor in directly causing time consuming incidents, is equipment in use at turnaround. Personal factors relation to incidents, both operational personnel and management have unied opinions in that stress, fatigue and time pressure is biggest contributors. These relate to most occurring delays and disruptions in operations of takeoffs and landings. To cope with time pressure, stress and fatigue, it is recommended to provide complementary training and evaluate if the focus should be on on-time-departure or on-time-arrival to ease time pressure on employees. Another suggestion is standardizing terminology ensuring that miscommunication occurs less often and nding a common opinion between management- and operation-organisation on maintenance of equipment and tools to deal with poor equipment factor. Introducing some of these actions could possibly result in reducing the number of incidents during the ground handling process.

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4.3. CONCLUSION ON MOTIVATION AND STRESS

4.3

Conclusion on motivation and stress

Previous sections on stress, motivation and suggestion to solving some these, concludes that its possible to introduce preventive measures to ease and promote an effective work environment, but that stress and motivation is depended on the individual working. Some of these measure can be taken into consideration in formulating a product that accounts for these factors.

4.4

How to avoid bad planning

In this section bad planning will be described, as a number of signicant consequences follow if different tasks and jobs are poorly planned. Tools to overcome bad planning will also be described. Bad planning can have different consequences resulting in outcomes such as plane delays, lost income, stress and so forth. It is therefore important that the planning is as efcient as possible, to ensure that the ground handling companies can perform all their tasks in the desired time frame. To avoid bad planning, it is important to utilize different tools. These tools are described in "INSERT REFERENCE". Avoiding bad planning does not necessarily suggest that one would have to make adjustments to the current way of handling different operations, however it could be necessary that one would need to come up with new ideas on how to avoid bad planning. Tom Mochal who is president of TenStep [26] says that one of the major things that can make projects fail, or take longer time than needed, is the way that not all job are dened well enough. One way it could be made more clear to the people working on the project or job, is to give them a PDA, smartphone or tablet, and write out the job on the device. This would make sure that they have understood the job properly. Another method that could be used, would be to give the employees the rst part of a day to make sure that they had properly understood all the tasks that they are to do that day. In conclusion; bad planning should be avoided in order to minimize plane delays, lost income and stress. An electronic device could help the employees to get a better understanding of what they have to do at the job. Some of the planning tools that is available to use: Mind map is a way to create a mental map of all the ideas that is important to a project. Mind map does not require a huge knowlage of the desired project before creation. The teknik is very simple, by putting the main topic in the middle, and then connecting all the valid thoughts to it. Some of the bennets that comes with mind map is, by creating an image of how the thoughts is connected, instead just plain text is, its easier to pick up the thoughts processs from last work session. SWOT is a abbreviation of Strengths, Weaknesses, Opportunities and Threats. The method creates via a simple process, structure and overview over a organization strength and competitive position by focusing on the four above categories specied. A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt chart illustrating the dates of the start and end time of the tasks in the project and displays a summary of the project.

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PLANNING

4.5. SAFETY AND INCIDENT CONTRIBUTORS

Scrum is based on software development can be a complex and unpredictable process and therefore is more a form of controlled black box rather than a planned process. This is one of the biggest differences between Scrum and waterfall and spiral methods that consider development as a fully orchestrated process. Some of the benets from Scrum are: - Flexible schedules - Flexible deadlines - Small development team - Frequent review - Object Orientation - Cooperation between development teams

4.5

Safety and Incident Contributors

In NLR Air Transport Safety Institutes (an embedded research and consultancy organization within the non-prot organisation National Aerospace Laboratory in Netherlands, an institute which European Aviation Safety Agency (EASA) uses data from) report [5], "Aircraft ground handling and human factors" nished in April 2010, on the; "... causal factors which lead to human errors during the ground handling process and create unsafe situations, personal accidents or incidents." (Page 1 of the report); it was found that the largest safety related issues according to operational personnel and management comes from standardization of phraseology on the ramp and human factors such as time pressure, stress, fatigue and communication. This part of the report will describe the detailed ndings of the query related to this project and their recommendations to the ground handling companies.

4.5.1

Incidents

First of all, one of the interesting ndings in the report, was that of what types of accidents happen, and at what relative frequency. In g. 4.3, we can clearly see that incidents that cause operational disruptions, equipment damage and aircraft damage happen at least once a week. As described in section [Freight] damage will not only be costly to repair, it will also most likely cause airplane delays, which can be very expensive for the airlines. Of course operational disrupts also result in delays and therefore loss of income.

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PLANNING

4.5. SAFETY AND INCIDENT CONTRIBUTORS

Figure 4.3: The frequency of how often incidents of different categories happens.

To underline this point, the study found that delay of incoming and departing ights as a cause of these incidents each happen around once a week (page 29).

4.5.2

Contributing factors

The survey also researched the contributing factors, and their frequency, to different kinds of accidents. As seen in g. 4.4 it was found that the two most contributing factors are personal and communication, i.e. mistakes made by people and errors in the communication between people.

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PLANNING

4.5. SAFETY AND INCIDENT CONTRIBUTORS

Figure 4.4: The contributing factors and how often they contribute to accidents.

Next to these two factors environment/facilities/ramp and leadership/supervision also receive a high rating from the two groups.

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4.5. SAFETY AND INCIDENT CONTRIBUTORS

4.5.3

Personal Factors

A very important conclusion, related to this project, in the report is which factors contribute to personal errors and mistakes made by operational personnel and management. As seen in g. 4.5 it was found that the three major factors contributing to errors and mistakes made by the personnel is time pressure, stress, fatigue and motivation has a high rating. Especially time pressure is a very high contributor according to both operational personnel and management. It is also expected that both stress and fatigue most likely are consequences of time pressure. In interviews made with both management and the operational personnel it was found that the reason for fatigue is most likely caused by the ground handling staff having to work double shifts (for different employers) to generate sufcient income. These interviews expressed that professional pride to meet the departure time may result in shortcuts being taken.

Figure 4.5: Breakdown of channels used to book ights.

It is important to take these contributors into account when considering a solution to prevent, and solve, the problem which is damage to aircraft, equipment, personal injury, operational disrupts and environmental impact.

4.5.4

Communication

The communication of safety issues is considered important for the personnel to learn from each other and take proactive action. It is therefore considered important to have a safety reporting 26 of 41

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4.5. SAFETY AND INCIDENT CONTRIBUTORS

system and actually both management and operational personnel did not know or recognize any reporting system in their own ground handling organization.

Figure 4.6: What kind of miscommunication causes incidents and errors.

4.5.5

Information

The fth highest contributor to accidents is information. As seen in g. 4.7 most information errors contribute evenly, except incorrect manufacturer/aircraft documentation which is the lowest contributor. This is most likely caused by the fact that ground handling personnel is not closely associated with these documents since their company documents already have the procedures and manuals explaining the same.

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PLANNING

4.5. SAFETY AND INCIDENT CONTRIBUTORS

Figure 4.7: Contributors to errors made because of incorrect information.

It is important though to keep in mind that communication can only be effective if the information is correct and these things therefore need to be in order.

4.5.6

Safety

When considering safety it is important to consider whether to work safely or to meet the scheduled departure time is prioritized highest by the employees. In one of the interviews it was expressed that it is often thought that the quicker and better the personnel are at meeting the departure times, the more unsafe the work gets, but in reality there is always a balance and if that balance is met, safety is not compromised.

4.5.7

Environment

According to the survey both management and the operational personnel agree that, when talking about factors surrounding the environment, facilities and ramp, which is the fourth highest contributor, rain, wind and snow is the highest contributors. Also humidity, cold and lightning is high contributors. This means that the inefciency and the rate of accidents, errors and incidents is signicantly higher if the weather is bad.

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4.5. SAFETY AND INCIDENT CONTRIBUTORS

4.5.8

Management

Considering organizational factors both management and operational personnel agrees the insufcient personnel is the biggest contributor, though this is expressed signicantly stronger by the operational personnel. In the interviews made with both groups it was expressed that given the current economic tense climate, turnarounds are scheduled with a minimum amount of personnel. This of course means that delays and incidents are harder to deal with and therefore more experienced personnel is needed.

Figure 4.8: Contributors to bad organization.

4.5.9

Leadership

The study also shows that the biggest contributors when talking about leadership, which is the eighth largest contributor to errors, is motivation, prioritization of work and planning. This shows that, when trying to remove the problems discussed in the section, motivating and organizing the workday is very important.

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PLANNING

4.6. STRESS

4.5.10

Technical factors

In g. 4.9 the important thing to note is that the highest contributor to errors and incidents is task planning. Therefore it is important that the planning of the tasks is done properly to avoid errors and incidents.

Figure 4.9: Technical contributors to errors and incidents.

4.6

Stress

In this section the effects of stress, and how to handle it will be analysed and described. When dealing with work related stress the biggest causes are normally organisational factors, and the solution is normally to gain control through prevention and management. When trying to understand stress it is important to understand that a situation can only be potentially stressful depending on the person experiencing it. This means that a situation can evoke stress for one person, but the same situation can have no effect for another, depending on their way of handling, understanding and viewing the situation. Aside from the person normally timing frequency, intensity and duration are factors that determinate how big of an impact a potentially stressful situation can have on the person. HSEs longitudinal studies of occupational stress shows that:

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PLANNING

4.6. STRESS

"HSEs longitudinal studies of occupational stress using changes in naturally occurring work situations have provided evidence that over quite short periods of time the nature of the work situation to which the person is exposed has signicant effects on mental health quite apart from contributions from personality and pre-existing psychological health." When dealing with work related stress an organization rst need to manage and treat people on an individual level meaning that they rst need to treat the people that are already stressed[16]. After treating the individuals the organization need to approach its employees with interventions that restructure the work ow. Coordination of work tasks and inform their employees about the situation and how to deal with these changes. This approach is also very preventive for future problems, and can lead to, new work tasks and ow if it is done correctly, the potentially stressful situations can be completely removed thereby removing the problem. At this time the importance of training the individuals in managing potentially stressful situation themselves, must be noted and it is largely accepted that this is the key to a healthy workforce. Individual stress management focus on biofeedback, muscle relaxation and cognitive restructuring of appraisal and coping responses. This is a good approach because: They can quickly be evaluated and established without needing to change any organizational structure or work ow. "They can encompass the need to take into account perceptions and reactions and are thus particularly appropriate for individual needs." "They may be helpful in combating non-work as well as work-based stress problems (which may interact synergistically)." "They can be incorporated into existing employee assistance health-education packages." One of the problems when dealing with stress as an individual, is to understand the complex situation with all the work and non-work related factors the contribute to ones mental health and their feelings of uneasiness or distress. Most people will need help from specialist to unravel this. When combating stress in work-related situations on an individual, the management organization can either help the person cope and handle poorly designed methods or tasks. "Moreover the impact of stress inoculation training may decrease over time leading to the need for repeated refresher training." "The suggestion from some quarters is that stress management training should only be used to supplement organisational changed job redesign programmes in order to deal with stress which cannot be excluded from the job very easily, for example, seasonal workloads. Thus management at the secondary level should be used to supplement attempts to assess and restructure sources of stress in the work environment- organisational, ergonomic and psychosocial." In conclusion to this section, it can be seen that stress is a part of the work of most ground handlers. A few ways to cope with stress has been analysed, and it can be concluded that a simple stress-relief program can be implemented fairly easily.

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4.7. MOTIVATION

4.7

Motivation

In order to ensure the ground handling employees work at their optimal performance, regarding both attention(safety) and speed, their individual motivation must be accounted for. Studies on this subject argues that; "intrinsic motivation (based in interest) and autonomous extrinsic motivation (based in importance) are both related to performance, satisfaction, trust, and wellbeing in the workplace" [9]. It is important to maintain autonomous intrinsic motivation so that an employees level of specic competence matches the requirements for that specic task; the task must not be too difcult or too simple. Failing to meet this will result in amotivation towards certain tasks, because the employee feels it is not what is important, or that they are incompetent. Although tasks will occur in a ground handling environment, an extrinsic motivation can promote autonomous behaviour to get a raise or so the boss wont become upset. All of the factors shown in g. 4.10.

Figure 4.10: Different types of motivation

A model of job characteristic introduced by Hackman and Oldham, which suggested the most effective factors of building motivation is through optimal job design [10], as shown in g. 4.11.

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PLANNING

4.8. CONSEQUENCES OF BAD PLANNING

Figure 4.11: Model of job characteristic [10]

provide variety, involve completion of a whole, and have a positive impact on the lives of others; afford considerable freedom and discretion to the employee provide meaningful performance feedback. Constructive feedback can inuence autonomous motivation, but it also suggests that the supervisors and managers are important in creating a work environment, consisting of a mix of intrinsic motivation and extrinsic motivation, which is superior in situations that include both complex tasks that are interesting and less complex tasks that require discipline.

4.8

Consequences of Bad Planning

Bad planning in a business aspect can trigger array of consequences. The direct effects of bad planning, in the context of ground handling companies, could for example be inefcient schedules for the ground handlers and/or difculties attaining performance reports on the ground handlers. These direct consequences do not stand for themselves. Each of these cases give rise to an entirely new sprout of indirect consequences. Looking at the case of inefcient schedules for the ground handlers, we need to dene what it means for a schedule to be inefcient. Here there are three different cases 33 of 41

PLANNING

4.8. CONSEQUENCES OF BAD PLANNING

The duties on the schedules could be too close to each other This means that the ground handler does not have the time to nish the rst task without delaying the next. Consequences for this case includes amongst others, stress for the ground handler, delays in the overall handling schedule for the day and less productive days than anticipated by the supervisors. The time it takes for a ground handler to move from task A to task B could be underestimated This case has some of the same consequences as the rst one. If the ground handler suddenly has less time to do what he needs to, than he had anticipated, he will become stressed and the second task could be delayed. The ground handler could be assigned to a task which he is inexperienced with This could be a very dangerous situation, as many ground handlers do important jobs when it comes to aircraft operation and maintenance. If a vital task, such as making sure the landing gear works properly, is done badly, it puts the aircraft and its passengers and crew at risk. A different aspect on poor planning, is the perspective of the supervisors. The supervisors need to understand how their crewmen perform; who is better at one task and who is better at another. Doing so manually takes a lot of energy for the supervisors, who need to keep up with all of the individual ground handlers[4]. If the ground handlers schedules are poorly planned, the supervisors view of the ground handlers could be affected by this. If a supervisor sees that one employee is always performing poorly, he could think that the employee is therefore a poor performer. In reality it is just as likely that the employee is not assigned to his preferred task, or that he is stressed. To avoid these consequences, a good software solution would not only make planning easier, it would also make sure that the planning is done optimally.

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PROBLEM STATEMENT

5. Problem Statement
Ground handling companies often hire workers, who work in an environment where they are exposed to congestion, stress, noise, jet-blast, extreme weather conditions and sometimes low visibility. Stress is a very big factor in the work in an airport, especially to the ground handlers, since airline companies only make money, while the ights are airborne, therefore the ground handlers are very pressed on time, to reduce the time the ight spends on the ground. In many places it is also the ground handlers, who are responsible for delays; in case of a delay, they might even be deducted in salary. When a worker is stressed he is more likely to make mistakes, which could lead to serious accidents. These accidents can rst and foremost become dangerous for the workers because they can be hurt as a result of an accident. A survey made by ACI[citation needed] in 2004 showed that out of 15,119,020 aircraft movements 3,233 had accidents, concluding that 0.214% of all turnovers had accidents. Accidents do not only lead to dangerous situations for the workers, but they can also get very expensive for the companies; rst of all because of the cost of the repair, but also because the aeroplane will then have to spend more time on the ground.

5.1

Problem Formulation

Human errors and accidents during a turnaround is a result of stressed and unmotivated ground handlers, causing delays, damage to equipment, loss of airtime and other unwanted, and expensive, annoyances for airlines and ground handling providers. Is it possible to develop a software solution to reduce delays and stress factors by dynamically adapting ground handlers schedules to non-scheduled situations?

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TEMP

6. TEMP

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TEMP

Figure 6.1: UML example

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Part II Product Development

FUTURE

7. Future
7.1 Future Improvements

Det kunne vre meget fordelagtigt at arbejde med at organisere udstyr s vel som personale da mange specielt store lufthavne mske ville kunne have problemer med at vide hvor deres udstyr var henne. Dette ville kunne reducere mngden af udstyr der skal bruges og gre det nemmere for dem der skal reparere specikt udstyr. Write paragraph about how its possible to utilize performance reviews for assign employees that work well in a stressed situation

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BIBLIOGRAPHY

BIBLIOGRAPHY

Bibliography
[1] [2] [3] [4]
URL:

[5]

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