Introduction
Schiphol
Amsterdam airport is Europe’s fourth-busiest airport. Handling about 50 million
passengers and 1.5 million tons of freight per year. It is often ranked among
the world’s best airports by the Skytrax passenger survey. Producing that sort
of quality 24 hours a day, seven days a week imposes high demands on the
infrastructure and services, including Schiphol’s network.
Problems
§ According
to a 2009 LATA CATS survey. Moreover, mishandled baggage is a $2.5 billion
problem for this industry every year.
- Annually effect about 51 million passengers travelling through Schiphol airport alone.
Goals
§ Realize
a monumental 1% maximum loss of transfer baggage (against the initial 22
million lost baggage);
- Increase capacity from 40 to 70 million bags; and
- Reduce cost per bag without increasing wait time.
-
Functions
of System:
Q1:
How Many Levels Of Complexity Can You Identify In Schiphol’s Baggage Conveyor
Network?
There
are 3 levels of complexities for schiphol’s baggage conveyor network:
Ø 21kilometers
of transport tracks,
Ø 6
robotic units, and
Ø 9,000
storage capacitors,
(No
extending the system with more surfaces)
Schiphol's
involved gigantic baggage conveyor network that includes 21 kilometers of
transport tracks, 6 robotic units and 9000 storage capacitors, all behaving as
one system. Extending the system with more surfaces is not possible given the
land conditions surrounding the airport. The baggage conveyor network goal
is to have the right bag must be at the right place at the right time.
Network
must perform several key roles that are moving bags from check-in area to the
departure gate, move bags from gate to gate, move bags from the arrival
gate to the baggage claim and plan and control peripheral hardware and
software. System involves a wide variety of sensors, actuators, mechanical
devices and computers and this network uses over 3 million lines of source
code. Some advance technology used in baggage-handling system includes
destination-coded vehicles (DCVs), automatic bar code scanners, radio frequency
identification (RFID) tags and high-tech conveyors equipped with sorting
machines. Baggage should move from its current location to its destination
before travelers do. Further complications shows that all of this must be
available and robust that are it must operate 99.99% of times while being able
to minimize loss or damage in that 0.001% of time it doesn't.
Q2:
What are the management, organization and technology components of Schiphol’s
baggage conveyor network?
Management
Manager sets
organization strategy for responding to business challenges. Manager has
estimated the budget for renewing the baggage control system is amounting $1.0
billion over a period of about 10 years.
Organization
1.
Hierarchy
of authority
Ø Management
and the employees to be working toward the same vision
Ø Different
task for employee according to their authority e.g controller, security and
maintenance worker
Ø Training
all employees from the earliest stages of the project, and doing so in the most
hands-on way possible.
Ø Employees
were to be trained about managing a robot to handle the baggage process.
2.
Separation
of business process/operation
Ø When
the customers arrived at check in desk their bags are tagged
Ø The
tags contains the flight information/bar code/FRID that all of the computer in
the baggage handling system can read.
Ø When
computers in the system scan the bar code/detect the RFlD, they process the
information it contains and determine where to send your bag.
Ø After
being scanned (at least) once, the system always knows where the bag is at any
point, and is able to redirect it based on three parameters: (a) time of its
flight; (b) priority: (c) size.
3.
Unique
business process
Ø Driving
a major effort to increase baggage processing capacity on the strength of
intelligent routing and optimization.
Technologies
1.
Networking
and telecommunication technology
Ø 3
million lines of source code
Ø Networks;
the internet
2.
Plan
and control peripheral hardware and software
Ø wide variety of sensor, actuators, mechanical
devices and computer
3.
Advanced technology
Ø
Baggage- handling systems (includes
destination-coded vehicles (DCVs))
Ø
Automatic bar code scanners,
Ø
radio-frequency identification automatic
(RFID) tags,
Ø
high- tech conveyors equipped with sorting
machines.
Q3: What is the problem that Schiphol is trying to
solve? Discuss the business impact of this problem?
The problem they are trying to solve is the increase
efficiency in baggage handling in the Schiphol International airport, in
Amsterdam, the Netherlands. Mishandled baggage is a $2.5 billion problem for
industry every year and this problem may annually affect about 51 million
passengers travelling through Schiphol airport alone. With the new system, the
manager of Schiphol estimated this system operate 99.9%of times while being
able to minimize loss and damage in that 0.01%. This system is extremely
expensive, but if implemented successfully it can save 0.1% of $2.5 billion.
Q4: Think of the data that the network uses. What
kinds of management reports can be generated from that data
Based on this case study we can conclude that the
management of Schiphol International airport has driving the major effort to
increase baggage processing efficiency and capacity on the strength of
intelligence routing and optimization.
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