Periods 1 and 2 Decisions
tausby
u1a1-global_air_strategy-final.docxRUNNING HEADER: AIRLINE STRATEGY 1
26
AIRLINE STRATEGY
Team A
Misti Camacho, Nhi Hoang, Prince Chavis
Sharon Coleman, Temitope Adaje, Tony Ausby
MBA 6028
Dr. Steven Callender
August 30, 2015
Introduction
Global Airlines was established and implemented in 2013, headquartered in Cary, NC. The federal government deregulated the airline industry, all companies were afforded the opportunity to compete for passengers by utilizing creative thinking by creating competitive fare structures and tempting routes. Global Airlines was implemented since the NC Airlines stopped servicing the local region. During Global Airlines first year, the company transported 2,700 passengers, has grown to a regional airline, transporting 20,000 passengers last year. Global Airlines has a financial history of profitability, which we would like to see this grow throughout the years.
Purpose
Global Airlines is looking to compete and to gain more of the market by redesigning our aircrafts and providing premium customer service to our consumers. Global Airlines will perform a complete make over to utilize the latest technological advances in electronics, information, logistics, and aviation to ensure low operating and marketing costs, which will maximize our overall efficiency customer service and convenience. This will provide the needs and wants in the highest regards to all of our customers. Global Airlines’ purpose is to become the number one choice in transportation throughout all market segments.
Strategy Statement
‘To implement the best experience to our customers by providing the best customer service and lowest fares within the United States.’
Mission Statement
‘To Provide the best value, best customer service and the lowest fares within the airline market. To achieve this, our employees are pivotal members of the company, and customer service is their number one priority. So make it your number one priority and fly with Global Airlines.’
Vision Statement
‘Our dedication prevails of striving towards being the best airline in the eyes our customers. Global Airlines will provide different and distinctive products that would bring us closer to being number one in our customers, our family. Which in turn, Global Airline employees and shareholders are considered family; Global Airlines would not exist if it were not for our shareholders and employees.’
Rationale:
The evaluation of competing futuristic and emerging technological solutions for all of our aircraft; rational of this strategy is to determine the best technology that fits Global Airlines and will offer the best growth opportunity in the future.
The Operating Environment
Global Airlines is strategically positioned to grow the customer base and maintain the quality of service that it has earned. The preparedness and readiness of the airline to face future market demands is given by the dynamic state of the airline and the adaptability measures put in place to ensure swift fitting into newer challenges that the future might bring.
One of the airline’s strengths is the growing popularity gained by a strong influence of its unparalleled customer service, exciting routes, and cost effective pricing. The airline is market driven and has positioned itself to solve the many challenges that the city dwellers faced previously. The Airline has had a sharp rise in customer approval ratings that has influenced the rise in customer base as demonstrated herein above.
The airline has established itself as a premier airline and the ultimate mode of transport for all people it serves in the region. This is of big significance in the sense that it has an outstanding record of accomplishment among the many clients and customer satisfaction has been essential in driving the company’s growth. Providing the very best in air transport for both people and cargo is a significant factor in the company’s pursuit. The delivery of value in every aspect of air transport is the key strength that the company thrives on to propel future growth prospects.
Value in the airline’s growth prospects is delivered through keenly planned and implemented safety standards that guarantee customer’s confidence in the airline. Investments in the latest safety standards and equipment have been costly for the airline, but promise to ultimately guarantee customer satisfaction and confidence. With highly trained and motivated staff members on the latest safety standards and demands, the airline’s major focus on safety is critical to delivering its mandate and serves the customer’s best.
SWOT Analysis
Strengths
Air Travel
Safety Record
Staff is highly trained
Utilize different types of marketing segments.
Weaknesses
High spoilage rate
Expensive to operate
Bad communication and monitoring
Unable to change schedules due to climate change
Opportunities
Market growth offers opportunities of leisure and different destination expansion.
Technology and innovation can bring cost savings.
Possible links to other airlines would increase passenger volume.
Threats
Global down spiral would affect travel
Upward spike in fuel and associated costs
Governmental laws and guidelines that cost or introduce international market competition.
PESTEL Analysis
· Political Factors
(a) Impacted by issues, such as: war, terrorism, and outbreak of diseases
(b) Deregulation Act of 1978
(c) Antitrust Division’s Civil Enforcement Program past in August 2013.
· Economic Factors
(a) Fluctuation in oil prices
(b) Industrial output & business confidence
(c) Growth in gross domestic product (GDP)
(d) Disposable income
(e) Consumer confidence
· Social Factors
(a) Retiring baby boomers
(b) Forecasting demand shrinking
(c) future travel preferences decreasing
· Technology Factors
(a) Latest Technological advances result in lower fuel consumption.
(b) Implementing innovative technology solutions that are utilized by the major regional airports that cut operating costs in half.
· Environmental Factors
(a) Global Aviation Industry processes 2% of all human –induced carbon dioxide emissions.
(b) Alternative fuels are expected to reduce the aviation carbon footprint of fuel by 80%.
Porters Five Forces Model Regarding the Airline Industry
Threat of new entrants
1. Airport regulations
2. Limited slots
3. Aggressive prices
Bargaining Power of customers/suppliers
1. Greater bargaining power of users
2. Competition driven
Threat of substitute products
1. Low-cost airlines
2. Direct rivals on certain routes
Competitive rivalry within the industry
1. Limited number of competitors within the region
2. Excessive weight of incumbents
Course of Action
The Global Airline is evaluating her position in the market in order to prepare for the future as appropriate. A keen analysis of the current routes and their overall contribution to the company’s undertakings has been critical. The viability and the number of customers each route contributes is critical. The analysis is significant as it helps the airline make pertinent decisions on which routes to maintain or relinquish.
In the same context, the review of pricing per destination is critical as it will guides the company to adjust the fare structure to fit the current and future market demands as compared to the present-day market conditions.
The company continuously plans to expand and the plans to do so are critical as they help the industry plan future prospects in terms of destinations, size of fleet and additional routes. The review entails understanding past fuel procurement methods and how best to acquire the commodity, investments in employee trainings in order to manage the company better and the company’s engagements in corporate social responsibility initiatives such as donations to charities and carbon footprint reductions. All these are critical as the airline positions herself for a more competitive future.
Goals & Objectives
Global Airline being a leading commercial airline accomplishes its mission by believing in its people. People choose to work here for many reasons; there is the excitement of being a part of a vibrant, international, and expanding airline community. We also offer the opportunity to travel and this incentive motivates prospective employees who want to join the team and work for the “Wings of Cary”.
Global Air is a customer-focused airline that offers consistently outstanding services to both business and leisure travellers. We have earned a reputation for providing "the best care in the air". Industry experts have awarded us for delivering outstanding services. ‘No airline does it in the unique Global way’.
Global Air offers customers excellent services on domestic, regional, and international routes so we seek the very best candidates to support the accomplishing of this mission. Interested and qualified professionals must be team players with a passion for people and service and possess undisputed integrity, honesty, mutual respect, and responsiveness to our customers’ needs, which are important values at Global Air.
The Global Airline, as an organization, also values its shareholders by considering them in all business decision making. The relationship is between benefits and shareholder’s value (including a positive impact on shareholder value drivers). We identified three key drivers capable of increasing shareholder’s value and include:
• Revenue or market share growth. Certain utilization strategies reap benefits that can directly increase revenues (for example, additional sales made through aircraft trips or the use of the aircraft as a charter vehicle for third parties);
• Profit growth. To calculate the increased earnings resulting from using business aircraft, a cost-benefit comparison must be performed to determine whether the quantifiable costs of operating the aircraft are less than the quantifiable benefits. The evaluation must take into account the financing strategy for the aircraft, the tax implications, the operating costs, and the tangible and intangible benefits derived. In general, if the quantifiable benefits are greater than the quantifiable costs, business aircraft utilization should be a “must” for the company; and
• Asset efficiency. A company can increase its asset efficiency in a number of ways, including improving business processes and leveraging existing assets more effectively. Supply chain improvements fall into this category. Some specific strategies that would cause large increases in asset efficiency include cycle time reductions and key employee advantage.
For an airline, like Global Airline, the best hedge against fluctuating fuel costs is to invest in aircraft that use advanced engine technology resulting in improved overall fuel efficiency. Lower fuel burn reduces total fuel consumption and contributes to an airline’s profitability. This has been our business practice since 2013 and we shall continue along this trend.
Since fixed costs associated with aircraft purchases are high, it should be supported by a strong demand for air travel. Hence, an investment increase is also an indicator of expected growth in future demand. However, excess capacity may hurt margins as it leads to lower yield and utilization rates. Due to an increase in the average aircraft size, growth in available seat miles will increase, but passenger load factor will be impacted slightly.
Global Airline has established a solid reputation for being one of the best employers in since inception. Global Airline, employees enjoy travel and other related fringe benefits.
Global Airline offers a wide array of employment opportunities in administrative, professional, technical and airline-specific disciplines; irrespective of the level or area of responsibility, each employee contributes to the growth and success of our airline. We believe that individuals score goals, but ultimately ‘the team wins the game’. This has been made possible from the huge investments on staff training by management.
At Global Airline, you will become part of a heritage of great achievement with a future of even greater promises.
At Global Airlines, we consider the different facilities at the different airports, including gates and baggage-handling facilities. These facilities at the airports should be planned efficiently to accommodate the planned flight schedule economically. The processes of facility planning are more crucial at the airline hub, where the airline operates many flights, and the usability of each resource is critical. Scheduling of airport facilities should consider schedule disruptions that typically result from adverse weather conditions.
Having gone through challenging times in the most recent months as a player in the airline industry, Global Airline is capitalizing on new technologies to deliver the best possible experience and will continue to innovate by improving seating and catering, convenience, comfort and the check-in process, and even by creating business-focused flights.
The rationale is to keep the goals and objectives of Global Airline alive that includes:
· To operate above and beyond the highest standards of safety and security;
· To offer a superior level of customer service and to deliver on all promises made to our guests;
· To provide our shareholders with an attractive return on their investment;
· To provide continuous quality training and development to all our employees; and
· To conduct our business with the highest level of integrity, business ethics, and moral values.
Operating Guidelines
Global Airlines Standard Operating Guidelines mission is to achieve consistently safe flight operations through adherence to SOPs that are clear, comprehensive, and readily available to flight crewmembers. Global Airlines operating guidelines follow strict adherence to the Federal Aviation Administration (FAA) in the USA and the Joint Aviation Authority (JAA) in Europe. Global Airlines International flights operations methodologies fall under the jurisdiction of International Civil Aviation Organization (ICAO) when operating abroad and are regulated by the country of registration and the sovereignty in which the operation is included. Global Airline’s commercial operations addresses the US, the Code of Federal Regulations (CFR Section 14), Parts 119, 121, and 135 which covers commercial operations; in addition, Part 91 addresses general operating and flight rules. Parts 61, 65 and 67 govern aircrew certification. Many large airlines also utilize fleet-specific flight operation guidelines under agreements with the local governing authorities.
Global Airline’s Standard Operating Procedures (SOPs) are universally recognized as basic to safe aviation operations. Effective crew coordination and crew performance, two central concepts of crew resource management (CRM), depend upon the crew's having a shared mental model of each task. The Global Airline’s shared mental model, in turn, is founded on its mission, philosophy, and SOPs. Global Air’s operating guidelines are to provide its crew with working background knowledge, basic concepts, and Global Air philosophy in respect to SOPs. Global Air’s SOPs are clear, comprehensive, and readily available in the flight deck manuals for all crewmembers.
Standardization Program
Global Airline’s Department Standardization Program (DSP) encompasses the use of SOPs and Standardization Flights to ensure effective crew coordination. Crew coordination is the effective delegation of responsibility and division of workload among the flight crewmembers. Crew coordination is essential in the safe operation of Department aircraft. The use of SOPs, checklists, and terminology creates a standardized system whereby the pilots become immediately aware of any departure from the normal sequence of events or system operations. The use of these SOPs will place our flight crew in the best position to recognize potential problems and respond to emergency/abnormal situations as appropriate.
Use of Checklist
Global Airline’s SOPs are based on the systematic use of checklists to accomplish the required checks, i.e. normal, abnormal, emergency, etc. SOP items that are shown in quotation marks are to be stated as written. The following condensed SOP is to be utilized in all routine fixed-wing flight operations conducted by Global Airlines. Any deviation from this SOP as dictated by conditions, or circumstances, must be thoroughly briefed by the Pilot Flying (PF) and Pilot Not Flying (PNF), and understood by all crewmembers.
Before Starting Engines Check
Starting Engines Check
A minimum of one person qualified to operate aircraft engines must be seated in a pilot seat when an aircraft engine is started, or running. Engines will be started utilizing the proper checklist procedures.
Task/Initiation Cue PF PNF
Before Starting Engines Start engines utilizing a flow pattern check.
After Starting Engines Check
Task/ Initiation Cue PF PNF
After engines have been Call, “After Starting Engines started check”.
Taxi Check
Nose wheel steering and braking should be checked as soon as possible during taxi and while operating at low speed. When any Global Airlines aircraft is to be moved under its own power, two persons qualified to taxi the aircraft are required to be seated in the pilot seats with seat belts fastened and seats and controls properly adjusted.
Task/Initiation Cue PF PNF
PF calls, “Taxi check,” Complete checklist.
Takeoff Briefing
Prior to taking the active runway for takeoff, the PF shall consider special factors influencing takeoff, i.e. wet runway, anti-icing requirements, crosswind, deviations from the norm, etc.
Takeoff Procedures
Takeoff power must be set prior to attaining 60 KIAS. Runways limited by performance requirements for the aircraft gross weight, or by other factors, will require the use of a specific takeoff procedure, as shown herein below. Refer to the applicable AFM. The PF must advise the PNF of the procedure that will be utilized.
Takeoff
Task/Initiation Cue PF PNF
In position on the active Hold brakes. Advance Call, “Power set,
runway. Before Takeoff power to takeoff N/EPR, instruments stabilized.”
checklist completed and per AFM. Monitor engines and
cleared for takeoff. systems indications.
PNF calls, “Power set, Release brakes.
instruments stabilized.”
Takeoff Roll
After Takeoff Check
Task/Initiation Cue PF PNF
At positive rate of climb: Call, “Positive Rate.”
Task/Intiation Cue PF PNF
PNF calls, “400 feet” Call, “Flaps up.” Confirm IAS not less
Altitude Verification Procedure
The following procedures will normally be used regardless of which pilot is flying.
Altitude Callout Procedure
The PF will verbalize leaving the altitude 1,000 feet prior to an assigned altitude. The callout is to include the altitude vacating and the assigned altitude, i.e. “Six thousand for seven thousand” or “Flight level three-zero-zero for two-niner-zero”. After the PF makes this call, the PNF will verify and validate the call by stating “check”. If the PF fails to make the call, the PNF shall initiate the call and the PF shall validate the call.
50,000 Foot Climb Check
Task/Initiation Cue PF PNF
At or above 50,000 MSL Either PF or PNF call, “50,000 feet.”
Cruise Check
Task/Initiation Cue PF PNF
Established at assigned Either PF or PNF call, “Cruise check.”
cruise altitude.
PF or PNF calls, “Cruise Complete checklist. Call, check.
“Cruise check complete.”
Descent Check
Task/Initiation Cue PF PNF
Clearance to descend. Call, “Descent check.”
PF calls, “Descent check.” Complete checklist. Call, “Descent check complete.”
50,000 Foot Descent Check
Task/Initiation Cue PF PNF
Below 50,000 MSL: Either PF or PNF call, “50,000 feet.”
PF or PNF calls, “50,000 ft” Call, “50,000 Foot Complete checklist.
Descent check.” Call, “50,000 Foot Descent check complete.”
*Note: Both pilots set altimeters. PNF call, “Altimeters set and cross-checked”.
Approach and Landing Briefing
The PNF shall have the appropriate navigation and approach charts organized and readily available. The PNF shall obtain the destination weather and the approach in use information and advise the PF. The PNF shall complete the landing data computations (or verify if already computed) and enter or post numbers, as applicable. Both pilots shall review the information and procedure to be used for the descent and approach. The PF shall brief the PNF of his/her intentions. The briefing should be concise and not be an attempt to memorize the approach procedure. It should include a review of the pertinent information and any special conditions, or procedures, that will be utilized for the approach and landing. The 4 “M”‘s should be reviewed as follows: MSA; Marker altitude; Minimum altitude; and Missed approach procedure.
In-Range Check
Complete the In-Range check when below 10,000 feet MSL and/or within 30 nautical miles of the destination airport.
Task/Initiation Cue PF PNF
Below 10,000 feet MSL Call, “In-Range check.” Complete checklist.
Approach Check
Task/Initiation Cue PF PNF
Flap selection. Call, “Flaps , Select requested flap
Approach Check setting. Call, “Flaps selected.” Monitor and call, “Flaps indicated.” Complete Approach
Checklist.
Approach Checklist Complete. Call, “Approach check complete.”
Precision Approach (ILS)
Task/Initiation Cue PF PNF
At initial convergence of Call, “Localizer alive.” Confirm and call,
Course Deviation Indicator “Localizer alive.”
(CDI):
Before Landing Check (Precision Approach)
Landing gear and landing flaps will be selected at or before the final approach fix (FAF). Approach will be stabilized from FAF until landing, or missed approach.
Before Landing Check (Non-Precision)
Visual Approach
Reported weather at the airport must have a ceiling of at least 1000 feet and visibility of at least 3 miles. Landing flaps will be selected no later than 500 feet AGL. The approach will be stabilized from 500 feet AGL until landing. The stabilized approach requires the aircraft to be established on the desired track, glide path, in landing configuration and with airspeed and sink rate constant.
Approach Deviation Limits (Callouts after passing FAF or 1000 feet AGL)
After passing the FAF or 1000 feet AGL, the PNF will call out any warning indications, or deviations, as noted below. The PF will acknowledge with “Correcting”. If the PF does not respond and the deviation continues, the PNF will repeat the call. If the PF still does not respond and/or the deviation remains uncorrected, the PNF will take control of the aircraft following the second failure to respond by the PF. The change of control will be announced by the PNF stating, “My airplane”.
Precision Approach
Non-Precision Approach
Additional SOPs not detailed:
Visual Approach Slope Indicator (VASI)
Approach Speed
Vertical Speed
Missed Approach Procedure
Landing Roll
After Landing Check
Task/Initiation Cue PF PNF
Clear of active runway or Call, “After Landing check.” Complete checklist. Call,
upon completion of a 180° “After Landing check
turn. complete.”
Shutdown Check
Task/Initiation Cue PF PNF
Aircraft parked on ramp. Call, “Shutdown check.” Complete checklist. Call, “Shutdown check complete.”
Post-flight Check (Pilot)
If a post-flight inspection will not be accomplished by Department maintenance personnel after the completion of the last flight of the day, the Trip Captain, or his/her designee, shall conduct a walk-around check of the aircraft, noting any oil or fuel leaks, abnormal wear or damage to the aircraft. Any discrepancies found during this walk-around are to be listed in the Aircraft Maintenance Log. The Trip Captain will notify Maintenance if there is any question as to the airworthiness status of the aircraft.
Flight Crew Debriefings
In order to continuously evaluate and improve Global Airlines flight operations procedures and enhance interpersonal skills, crewmembers should conduct post-flight debriefings after each flight. The debriefings should include all crewmembers of the flight, as practical, and be discussed from the self-discovery perspective.
Standardization Flights (Pilots)
Standardization flights will be conducted by Department Standardization Pilots in order to provide a method to ensure that the Program is being followed in day-to-day operations and to constantly evaluate the program. The Standardization Pilot shall use a Standardization Flight Worksheet as an evaluation guide. Each Department pilot will receive at least one standardization flight at intervals of approximately six months. These intervals shall not exceed eight months. If the pilot is qualified, current, and assigned to more than one type aircraft, the six month standardization flight will alternate between types. The minimum number of standardization flights per 12 month period, per aircraft, shall be one.
Standardization Flights (Flight Attendant)
Flight attendant standardization flights will be conducted by the Lead Flight Attendant, or a person designated by the Operations Director, in order to provide a method to ensure that Department policies and procedures are being complied with. At a minimum, each flight attendant will receive one standardization flight every twelve months. Any performance area observed to be unsatisfactory during a standardization flight will be discussed with the crewmember during post-flight debriefing unless, in the opinion of the evaluator, the deficiency directly affects the operational safety of the flight. If this is deemed to be the case, the evaluator will advise the crewmember of the deficiency immediately upon discovery.
International Procedures
Regulatory Compliance on International Flights
When conducting international flights, pilots of Company aircraft must adhere to the US Federal Aviation Regulations, ICAO rules, and host nation regulations in which they enter airspace or land in. Flight crews must be familiar with and comply with relevant laws, regulations, and procedures of the host nation where conducting operations. Where differences exist between the US Federal Aviation Regulations, ICAO rules, and foreign regulations, the most restrictive of these regulations will apply. Flight regulations for oceanic operations and special use airspace, including flights in MNPS and RVSM airspace, can be found specifically in Annex 2, ICAO Rules of the Air and Advisory Circular AC 91-70. If a deviation in an emergency situation violates local regulations or procedures, the PIC will notify the appropriate local officials without delay. If required by the state where the incident occurs, the PIC shall submit a detailed written report on any such violations to the appropriate authority in that state.
Crew Qualifications and Training
All flight crew members who fly international flights shall attend an International Procedures course approved by the Global Airlines Operations Director prior to their first international flight. For a flight crewmember to be considered qualified for international operations, that flight crewmember must be knowledgeable of ICAO operational rules and regulations, ICAO measurement standard, use of oceanic flight planning charts, and applicable sources and contents of international flight publications. Additional qualifications are further detailed in the Global Airlines SOP/Policies and Procedures manual.
Trip Planning
All international trip preparation is the responsibility of the Trip Captain. The Trip Captain shall assign flight crewmembers planning duties as appropriate. The Trip Captain shall keep all crewmembers informed of the status of the flight planning process. The use of outside planning and weather agencies will be used at the Trip Captain’s discretion.
Permits and Entry Requirements
When operating Global Airlines aircraft across international borders or in international airspace, the Trip Captain will insure that the crew and passengers are in full compliance with each country’s passport, visa, aircraft entry, and health requirements prior to entry. Confirmation of overflight or of landing must be obtained in writing prior to the planned flight.
International Navigational Charts
Prior to departure on an international flight, the Trip Captain will ensure that current coverage of all required navigation charts, including SIDs, en route, STARs, terminal and high and low altitude charts are on the aircraft. The International Flight Information Manual and the FAA International Notices to Airmen will be available prior to flight.
Trip Briefing
The Trip Captain shall have a preflight briefing with all flight crewmembers prior to all domestic and international flights.
Communication Strategy
Communication is the number one priority of Global Air. Without effective communication, Global Air will not make it. With that said, Global Air’s communication strategy will be as follows:
· Virtual communication, utilizing a centralized dashboard;
· Virtual File Exchange, to exchange important documents; and
· Phone meetings, when clarity is questionable.
As Global Air strives to keep the competitive edge within the airline industry, information gathering and communication technologies are important because these concepts will help Global Air with eventually facilitating globalization (Ramon-Rodiguez, Moreno-Izquierdo, & Perles-Ribes, 2011). New technology has transformed over the years, which allows Global Air to communicate with potential customers, which forms a stronger and profitable relationship (Ramon-Rodiguez, Moreno-Izquierdo, & Perles-Ribes, 2011).
Effective communication outside of Global Air will also form alliances between airlines, which will eventually reduce costs, minimize capital requirements and improve Global Air’s image (Ramon-Rodiguez, Moreno-Izquierdo, & Perles-Ribes, 2011). Effective communication will also bring a whole new avenue to Global Air, such as having a mutual agreement with other airports, this will bring low-cost carriers, which will decrease Global Air’s expenditures, which is always a plus.
Summary
Global Air is here to stay. Air travel has always been a profitable business (Franke & Florian 2011). The dynamics of the recession and economic crisis, there is a large gap between being successful and less successful, Global Airlines is going to fill that gap. Global Airlines will be improving our technology within our aircraft and making each of the aircraft within its inventory the most comfortable and safest place any customer would like to be while in transit. As you are able to see from our SWAT analysis, PESTEL Analysis, Porters Five Forces Model, Global Air means business! Our teams within Global Airlines are partners of the business. Global Airlines will leave a lasting impression with any customer that flies with us!
References
Franke, M. & Florian, J. (2011). What comes next after recession?-Airline industry scenarios and potential end games. Journal of Air Transport Management. Vol 17, Issue 1, January 2011, P 19-26. Retrieved from: http://www.sciencedirect.com.library.capella.edu/science/article/pii/S0969699710000918
http://www.airweb.faa.gov
http://www.faa.gov/documentLibrary/media/Advisory_Circular/AC120-71A.pdf
http://www.faa.gov/pilots/training/airman_education/media/ac%2061-107a.pdf
Ramon-Rodrigues, A., Moreno-izquierdo, L., & Perles-Ribes, J., (2011). Growth and Internaitonalisation strategies in the airline industry. Journal of Air Transport Management Vol 17, Issue 2, March 2011, Pages 110-115. Retrieved from: http://www.sciencedirect.com.library.capella.edu/science/article/pii/S0969699710001080
Appendix A
STANDARD OPERATING PROCEDURES
The following listing is a comprehensive, effective SOP’s for pilot and crew trainings:
- Captain's authority
- Use of automation
The operator's automation philosophy
Specific guidance in selection of appropriate levels of automation Autopilot/flight
Director mode control inputs
Flight management systems inputs
- Checklist philosophy
Policies and procedures
(Who calls for; who reads; who does)
Checklist interruptions
Checklist ambiguity
Checklist couplings
Checklist training
Format and terminology
Type of checklist
Challenge-Do-Verify
Do-Verify
Walk-around
- Checklists
Safety check-power on
Originating/receiving
Before start
After start
Before taxi
Before take-off
After take-off
Climb check
Cruise check
Preliminary landing
Landing
After landing
Parking and securing
Emergency procedures
Non-normal/abnormal procedures
- Communications
Who handles radio
Primary language used
i
ATC
On the flight deck
Keeping both pilots in the loop
Company radio procedures
Flight deck/cabin signals
Cabin/flight deck signals
- Briefings
CFIT risk considered (refer AIC 01/2004 dated 19 Feb 2004)
Special airport qualification considered
Temperature corrections considered
Before takeoff
Descent/approach/missed approach
- Flight deck access
On ground/in flight
Jump seat
Access signals, keys
- Flight deck discipline
Sterile cockpit
Maintaining outside vigilance
Transfer of control
Additional duties
Flight kits
Headsets/speakers
Boom mikes/handsets
Maps/approach charts
Meals
- Altitude awareness
Altimeter settings
Transition level
Callouts (verification of)
Minimum safe altitudes (MSA)
Temperature corrections
- Report times
Check in/show up
On flight deck
Checklist accomplishment
- Maintenance procedures
Logbooks/previous write-ups
Open write-ups
Notification to maintenance of write-ups
Minimum equipment list (MEL)
Where it is accessible
Configuration Deviation List (CDL)
Crew coordination in ground de-icing
- Flight plans/dispatch procedures
VFR/IFR
Icing considerations
Fuel loads
Weather package
Where weather package is available
Departure procedure climb gradient analysis
- Boarding passengers/cargo
Carry-on baggage
Exit row seating
ii
Hazardous materials
Prisoners/escorted persons
Guns onboard
Count/load
- Pushback/power back
- Taxiing
Single engine
All engines
On ice or snow
Prevention of runway incursion
- Crew Resource Management (CRM)
Crew briefings
Cabin Crew
Flight crew
- Weight & balance/cargo loading
Who is responsible for loading cargo, and securing cargo
Who prepares the weight & balance data form; who checks it
Copy to crew
- Flight deck/cabin crew interchange
Boarding
Ready to taxi
Cabin emergency
Prior to take-off/landing
- Take-off
Who conducts it
Briefing, IFR/VFR
Reduced power procedures
Tailwind, runway clutter
Intersections/land and hold short procedures (LAHSO)
Noise abatement procedures
Special departure procedures
Flight directors
Use of: Yes/No
Callouts
Clean up
Loss of engine
Reject takeoff
After V1
Actions/callouts
Flap settings
Normal
Nonstandard and reason for
Crosswind
Close-in turns
- Climb
Speeds
Configuration
Confirm compliance with climb gradient required in departure procedure
Confirm appropriate cold temperature corrections made
- Cruise altitude selection
Speeds/weights
- Position reports
ATC
Company
iii
- Emergency descents
- Holding procedures
Procedures for diversion to alternate
- Normal descents
Planning beginning of descent point
Risk assessment and briefing (see example, paragraph 4.b in this AC)
Speed brakes: Yes/No
Flaps/gear use
Icing considerations
Convective activity
- Ground proximity warning system (GPWS or TAWs)
Escape maneuver
- TCAS
- Winds shear
Avoidance of likely encounters
Recognition
Recovery / escape maneuver
- Approach philosophy
Precision approaches preferred
Stabilized approaches standard
Used of navigation aids
Flight management system (FMS) autopilot
Use, and when to discontinue use
Approach gates
Limits for stabilized approaches
Use of radio altimeter
Go-arounds: Plan to go around: change plan to land when visual, if
stabilized
- Individual approach type
All types, including engine-out
- For each type of approach
When stabilized approach gates are missed
Procedure
Callouts
Clean-up profile
- Landing
Actions and callouts
Configuration for conditions
Visual approach
Low visibility
Contaminated runway
Close-in turns
Crosswind
Rejected
Transfer of control after first officer landing
