WE ADD VALUE
WE IMPROVE QUALITY
R E D U C I N G C O S T I M P R O V I N G S E R V I C E
WE REDUCE COMPLEXITY
WE REDUCE COSTS
WE CAN SHOW YOU HOW
WE MANAGE INTERACTIONS
If disruptions have an opposite, it is not punctuality, it is civilized air travel.
What is recent is easy to correct.
Tao Te Ching.
Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.
In flying I have learned that carelessness and overconfidence are usually far more dangerous than deliberately accepted risk. Wilbur Wright
Every time you are tempted to react in the same old way, ask if you want to be a prisoner of the past or a pioneer of the future. Deepak Chopra
The pessimist sees difficulty in every disruptions. The optimist sees the opportunity for improvement in every disruptions.
Disruptions are like music out of tune. People can listen to it, but not for long
We challenge boundaries of legacy practices and help airline managers and industry leaders to better understand the system issues and predict future with more certainty.
Our method and technique are designed to increase revenue and reduce costs while improving service quality.
We start with critical aspects of variation in operational performance because it is the sum total of all internal and external system activities, identify the and translate into the 'language' of senior executives responsible for balancing profit and service quality at system level. Identifying critical cross-sections of system interactions where variability crosses acceptable level of seen through the from reduce the impact of pitfalls in network design and costing, and reinventing pricing strategies (this is contrary to current practices based on assumptions made at the top of hierarchies). The workable business model transformation then starts spontaneously, without forceful changes and practice of copying the competitors.
Our unique method for balancing elements of actual costs and quality is designed to bridge the information gap between operational and system management. It builds on the best of what airlines already have and shapes it in a way that will work to fullest advantage of both airlines and people they serve.
‘Beyond Airline Disruptions is an excellent, thought provoking book. Jasenka Rapajic takes us on a very interesting exploration of the relationship between true operational excellence and financial wellbeing. She asks the right questions, identifies the wrong questions and proposes new solutions. This book is well worth reading by anyone who is interested in how the aviation industry works or in many cases, doesn’t work!’
David O’Brien, Director of Flight & Ground Operations, Ryanair
‘A welcome book which throws light on a critical area of airline management which has been totally overlooked in the literature and which is often neglected by managers. How to plan for and minimise the costs of disruptions to schedules and operations is a difficult subject but this is a very readable book.’
Rigas Doganis, Air Transport Adviser and former Chairman/CEO of Olympic Airways
Despite airlines' tremendous efforts to streamline their operations to minimise controllable costs and improve flight punctuality, system inefficiencies are continuously on the increase. They inevitably lead to a higher number of operational disruptions, and consequently unforeseen losses. Beyond Airline Disruptions addresses this issue by taking a wider, more strategic perspective. By focusing on prevention rather than operational fire-fighting, and laying out the hidden aspects of operational disruptions, this book reveals the significant unexploited potential for cost savings and improvements in on-time performance. It explains for the first time what operational disruptions really are, describes their costs, tangible and intangible causes, and supports the creation of strategies for decreasing system inefficiencies and minimising the risks of operational disruptions.
All rights reserved Astute Aviation 2018
As airlines' race for ensuring traffic growth in a capacity constrained environment intensifies, knowing how far they can go with reducing fares to avoid losses becomes crucial for their survival. And it is the absence of understanding the system issues related to costs and service quality, the core elements of their business, is becoming more and more obvious. The difficulties arise because both cost and service quality are system issues and as such have no place in inherited management practices. Legacy mindset is still strongly present in governing how work inside airlines is designed and managed. Fragmented information systems, departmentalised optimisations, and top-down functional hierarchies are just some of the issues. They keep managers out of touch with operational reality and damage the way customers are dealt with. The consequences are high costs, poor service quality and increased risk of financial failures.
The industry problem
How to Prevent Complex Airline Systems from Drifting Into Failure
You can find more about the basics of our work from 'Our insights' llinks below.
A s t u t e A v i a t i o n