This paper refers to a catering supplier called creative catering Ltd. (CC), based in Basel, Switzerland. In 2015, they opened a new branch called "In-flight Services and Catering" (ISC), providing services to the in-flight industry. ISC serves on a high-class level to private, corporate, governmental and royal customers from an international setting with multicultural backgrounds who do not have a local airline service for their needs. ISC cannot be compared to the more basic services provided on first-class charter flights (CF), because it provides to a smaller audience focusing much more on individual needs than a CF.
ISC is delivering up to four flights a day, to small business jets and wide-body long-haul aircraft. In 2018 the ISC generated a revenue of CHF 280,000 which is about a fourth of the CC total income. The combination of services and goods provided by ISC in relation with the difficult forecasting situation will be discussed thoroughly throughout the paper. This difficult relationship shows how important a clearly defined operations management and process setup is.
Catering is the largest part of the branch, therefore, this paper mainly considers the in-flight catering sector with its process of the ordering system, discussing the vulnerability and challenges within the system and analysing a lean approach to improve its performance and evaluate new findings.
Table of Contents
1. Introduction
2. Operations Management on the airport perimeter
2.1 Facility layout
2.2 Process selection
2.3 Demand to the supply chain
2.4 Forecasting supply and demand
2.5 Inventory
3. Vulnerability in the operations system
3.1 Unknown demand
3.2 The ordering process
4. Key findings
5. Conclusion
6. References
Research Objectives and Themes
This paper explores the operational management and process challenges of "Inflight Services and Catering" (ISC), specifically focusing on how lean management principles and automated IT solutions can mitigate administrative burdens, reduce waste, and improve overall service efficiency within the complex, high-demand environment of private and corporate aviation catering.
- Operations management and facility layout within the secure airport perimeter.
- Challenges of "lumpy" demand patterns and unpredictable ordering cycles.
- Application of lean management (Muda, Mura, Muri) to streamline production.
- Optimization of ordering processes through digital transformation and application-based workflows.
Excerpt from the Book
3.1 Unknown demand
“Responding to demand only when it is needed usually requires a degree of flexibility in processes” (Slack et al 2007, p.531), keeping that in mind and looking at the ordering processes in combination with in chapter 2.3 discussed as "Lumpy" pattern (Martin et al 2010, p.226) and as shown in Figure 5 with the passenger as an important stakeholder. It shows that the ISC assumes that the customer knows what he wants and orders it (Slack et al 2007, p.524). But could it also be that the customer has to order but does not know what, has no concrete ideas, maybe lacks inspiration.
The needs and the passenger are not known (Stevenson 2007, p.162) as he is in second tire looking at the supply chain structure (Stevenson 2009, p.640). The management looks at the process, after a “gemba visit” (meaning that the management walks fiscally through the process that is executed on every level) (Thorhallsdottir 2016, p.330), followed by a brainstorming with the team (Jones 1995; Thorhallsdottir 2016, p.328) the following questions were worked out according to Table 4 to close the knowledge gap to safe resources and administrational efforts with a lean approach (Slack 2007, p.522; Womack et al 1990, p.2).
Summary of Chapters
1. Introduction: Introduces creative catering Ltd. and its branch "Inflight Services and Catering" (ISC), outlining the service scope and the integration of goods and services in the aviation industry.
2. Operations Management on the airport perimeter: Analyzes the organizational structure, facility layout, and the complexities of stakeholders involved in the airport security domain.
2.1 Facility layout: Discusses the strategic use of existing infrastructure to minimize initial investment and maximize synergy between the parent company and the new catering branch.
2.2 Process selection: Identifies the "job shop" nature of the catering process, highlighting the need for legal and operational independence due to high-variety, unpredictable demands.
2.3 Demand to the supply chain: Examines "lumpy" demand patterns and the associated risks of inventory buffering, arguing for a lean approach to handle irregular, short-notice orders.
2.4 Forecasting supply and demand: Addresses the difficulty of realistic forecasting given the random variation in orders, suggesting that structured procedures are needed to identify frequent requirements.
2.5 Inventory: Explores the dependency on "pull control" for most items and the strategic necessity of stocking standardized packaging materials for inflight use.
3. Vulnerability in the operations system: Identifies uncoordinated process flows as a primary source of waste and inefficiency within the existing operational setup.
3.1 Unknown demand: Explores the knowledge gap regarding customer requirements and the lack of concrete ordering ideas from clients, proposing a structured inquiry approach.
3.2 The ordering process: Details the transition from an "as-is" to a "should-be" condition, introducing a digital application to automate and simplify order management.
4. Key findings: Evaluates the system using Toyota's lean framework, specifically addressing the three pillars of waste: Muda, Mura, and Muri.
5. Conclusion: Summarizes the importance of a holistic approach to operations management, emphasizing that process visualization and automation are key to reducing waste and improving service quality.
6. References: Provides a comprehensive list of scholarly sources, industry literature, and foundational texts on operations and supply chain management.
Keywords
Operations Management, Inflight Catering, Lean Management, Supply Chain, Process Optimization, Waste Reduction, Gemba Walk, Demand Forecasting, Job Shop, Stakeholder Analysis, Digital Transformation, Throughput Time, Muda, Mura, Muri
Frequently Asked Questions
What is the primary focus of this work?
The paper focuses on the operational challenges faced by an inflight catering supplier (ISC) and explores how lean management principles and digital automation can improve process efficiency.
What are the central themes discussed in the document?
Key themes include operations management in secure airport environments, the impact of "lumpy" demand on supply chains, lean methodology for waste reduction, and the optimization of business processes through technology.
What is the core research goal?
The core goal is to address the administrative burden and inefficiencies in the current ordering process and to propose an optimized model that improves service delivery through digitalization.
Which scientific methodology is applied?
The author applies lean management frameworks (specifically Muda, Mura, and Muri) and utilizes qualitative assessment, including stakeholder surveys and "gemba visits," to analyze and redesign business processes.
What topics are covered in the main section?
The main section covers facility layout, process selection, supply chain demands, forecasting challenges, inventory management, and a detailed analysis of operational vulnerabilities.
What are the defining keywords of this research?
The research is characterized by terms such as Operations Management, Lean Management, Inflight Catering, Supply Chain, Process Optimization, and Digital Transformation.
How does the author define "lumpy" demand in the context of this study?
The author defines "lumpy" demand as an infrequent, unpredictable pattern of consumption where orders arrive irregularly and with high variety, making traditional forecasting difficult.
What is the function of the proposed application mentioned in the study?
The application is designed to replace manual, paper-based communication between the dispatcher and the client, allowing for automated order processing, clear menu selection, and better feedback loops.
Why are "Gemba walks" considered important in this study?
Gemba walks are highlighted as a crucial management tool to gain deep insights into operational reality, identify process discrepancies at every level, and foster continuous improvement (Kaizen).
What specific waste (Muda) does the author identify?
The author identifies waste in the form of administrative effort, uncoordinated communication, and time spent on processes that do not add value, such as managing individual, non-standardized client queries.
- Quote paper
- Patrick Wiget (Author), 2019, Operations Management on the Airport Perimeter. In-flight Catering and Services, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/976497
