ASQ Assured DIAL’s Framework for Customer Delight Events/ASQ... · – Malaysian Airports Holding Berhad 10.0% – IDF 3.9% – AAI 26.0% 3•Mya rd, 2006, DIAL (Delhi International

ASQ AssuredDIAL’s Framework for Customer

DelightShanghai, 30th March – 02 April 2008

Ansgar SickertHead of Quality & Service Delivery

Agenda

1. Introduction to DIAL

2. DIAL’s Vision

3. Current Scenario

4. ASQ Assured & Delivering Quality of Service

5. Conclusions


• DIAL is a consortium consisting of:– GMR 50.1%– Fraport AG 10.0%– Malaysian Airports Holding Berhad 10.0%– IDF 3.9%– AAI 26.0%

• May 3rd, 2006, DIAL (Delhi International Airport Private Limited) took over operations of Indira Gandhi International Airport

• DIAL is the new operator, manager and developer of IGI Airport

• Fraport’s role in JV is that of Airport Operator

• The consortium holds a 30 year concession with a further 30 year option

• AAI staff would be retained for three years, those not wishing to join DIAL would revert to the Airport Authority of India in May 2009.


• In 2007 Delhi handled 23.3 m pax (+20.6%)• Air cargo in 2007 increased by 8.7% to 432,961 t• ATMs numbered 225,506 (+17.2%) in 2007• 50+ airlines operate from Delhi serving over 60 destinations

Current constraints impeding more immediate rapid growth:Runway, Taxiway and ApronsATC constraintsTerminal capacityDomestic cargo facilitiesNight parking baysCar parkingAccess road congestion

With serious implications on service levels


≈15.8 % of DIAL staff

134N/AAAI staff joining DIAL

+ 811

(+2,352.8%)

84736DIAL

- 261

(-11.3%)

2,0552,316AAI

VariationMarch 2008April 2006Employee Strength

Agenda


2. DIAL’s Vision

3. Current Scenario


5. Conclusions

2. DIAL’s Vision

• To build a world class airport by 2010

• Achieve an ASQ Rating of 4.0 upon opening of T3

• Train, develop DIAL staff to deliver consistently outstanding customer service

• Support the training and development of other stakeholders (e.g.Airport Police, Customs, Immigration, Aviation Security, Airlines, Ground Handlers, Concessionaires …) to raise awareness of importance of customer service

• Establish systems, processes, infrastructure and attitude amongst airport staff to support the realisation of this vision

Long Term Vision of IGIA – Masterplan Concept (at saturation)

2. DIAL’s Vision

Fuel Storage Expansion

GSE Area

Expansion to Sewerage

Treatment Plant

GSE Area

Cargo Expansion

Catering facility expansion

Main Intake Substation &

Electrical Compound.

GA facilitiesMaint. Facilities

New road

Upgradation of existing Road systemTerminal T3

Contact stands (including fuel

hydrant system)

Remote stands(including fuel hydrant system)

Multi level & surface

car park, Airport village,

walkways, Metro station New

landside road system

Phase 1B Development – 2010 (Target Capacity 2012)

2. DIAL’s Vision

Fire Station

Additional Stands

2. DIAL’s Vision

training, stakeholder involvement, organisational commitment& leadership, employee buy-in and empowerment

ASQ Survey

CustomerFeedback & Complaints

SystemsProcesses &

Standards

ISO 9001Airport User Regulations

SAPOMDA S3

Audits

BusinessExcellence

Models

ASQ Assured

Bench-marking

Service Excellence

cont

inua

lim

provement

Agenda


2. DIAL’s Vision

3. Current Scenario


5. Conclusions

3. Current Scenario

• DIAL’s concession agreement requires:– Participation in ASQ from Q2, 2007

– ISO 9001:2000 certification by May 2008

– Obligation to meet “objective” service standards within given timelines (OMDA Schedule 3)

• DIAL enroled in ASQ Passenger survey in Q1, 2007

• DIAL achieved ISO 9001:2000 certification in October 2007

• Independent Agency carries out compliance audits of OMDA Schedule 3

• DIAL is preparing for ISO 10002 certification (complaint mgmt systems)

• DIAL has sponsored ISO 9001:2000 certification of CISF (airport & aviation security agency) and offered the same to Customs, Immigration and Delhi Traffic Police

• DIAL has signed up for ASQ Assured Certification in Jan. 2008

3. Current Scenario

Challenges:

• Lack of customer service culture

• DIAL is in a very dynamic phase (construction, rapid org. changes, tight deadlines & penalties if deadlines are missed)

• Currently insufficient infrastructure

• Systems & processes not strong enough to ensure compliance & consistency

• Only small percentage of AAI staff have joined DIAL (6%)

• Commitment from most govt. agencies for improvement is largely lip service

Agenda


2. DIAL’s Vision

3. Current Scenario


5. Conclusions


• ASQ Assured is an industry specific Business Excellence Model

• Business Excellence Models are:– Holistic, broad-based management approach

– Move away from focus on single parameters or business aspects (e.g. financials, statistical control, processes or systems)

– Aimed at ensuring overall organisational performance

– Seen as an insurance policy for the sustainable success and continual improvement of an organisation


Europe: EFQM – European Excellence Model• framework for assessing organisations for the European Quality Award• tool for Self-Assessment, • Benchmark with other organisations, • guide to identify areas for Improvement,• Structure for an organisation's management system.


USA: Malcolm Baldrige National Quality Award

•Aimed at recognising U.S. organisations for their achievements in quality and performance

•to raise awareness about the importance of quality and performance excellence as a competitive edge


India: TBEM - TATA Business Excellence Model • adapted from Malcolm Baldrige

• Implemented in house in conjunction with TATA code of conduct

• formal arrangement governing the relationship between individual Tata companies and the Tata Group

Categories:1. leadership

2. strategic planning

3. customer and market focus

4. measurement, analysis and knowledge management

5. human resource focus

6. process management

7. business results

Key areas of business performance:1. customer-focused results

2. product and service results

3. financial and market results

4. human resource results

5. organisational effectiveness results

6. governance and social responsibility results


PASSENGERS

AIRL

INES

KNOW HOW

Australia: Australian Business Excellence Framework

• Framework to measure current performance and build a pathway to long-term success.

• improve management and leadership practices,

• assess the performance of their leadership and management systems,

• build strategic planningprocesses,

• benchmark where stands in terms of the marketplace and competitors.


Latin America: IAE – Ibero –American Excellence Model

• Based on the EFQM model

• Explicitly refers to Innovation & continual improvement resulting from the enablers & results


ASQ Assured:Based on 6 Industry Best Practice

Criteria:

1. Leadership2. Customer Focus3. People Management4. System & Process Management

Approach5. Business Partner Relationships6. Measurement, Analysis

Benchmarking & Continual Improvement

Self-Assessment – gap analysis, internal awareness of degree of maturity

Setting of priorities

Ensuring top mgmt commitment

Fixing weaknesses in the systems & processes

Involvement of cross-functional teams

Involvement of stakeholders

Systems & processes to be set up in a customer focused manner

Strengthening of ISO 9001 and other systems and processes

Certification instils discipline & credibility


ASQ AssuredASQ Assured

as a Framework for Excellenceas a Framework for Excellence

Perceived Benefits Perceived Benefits of ASQ Assuredof ASQ Assured

Strengthening / Development of Systems & ProcessesStrengthening / Development of Systems & ProcessesIntegration of existing systems (e.g. ISO 9001) in a universalIntegration of existing systems (e.g. ISO 9001) in a universal

System with industry specificsSystem with industry specifics

Rigour of selfRigour of self--assessment, audits and certification,assessment, audits and certification,Benchmarking, analysis and corrective actionBenchmarking, analysis and corrective action

Custom

er FocusC

ustomer Focus

intra company / inter stakeholder

intra company / inter stakeholder

Top

Lead

ersh

ip &

To

p Le

ader

ship

&

Gra

ss r

oots

invo

lvem

ent

Gra

ss r

oots

invo

lvem

ent

☺☺ check list for continual improvementcheck list for continual improvement☺☺ consistency consistency –– all the time, every timeall the time, every time

☺☺ establishing DIAL as a benchmark for the industryestablishing DIAL as a benchmark for the industry☺☺ organisation driven by clearly communicated and organisation driven by clearly communicated and

rigorously enacted systems, processes & policies rigorously enacted systems, processes & policies ☺☺ door opener for other systems (e.g. ISO 10002, door opener for other systems (e.g. ISO 10002,

14001 14001 ……))

Agenda


2. DIAL’s Vision

3. Current Scenario


5. Conclusions

5. Conclusions

“Management by objective works - if you know the objectives. Ninety percent of the time you don't.”

“The best way to predict the future is to create it.”

“The purpose of business is to create and keep a customer.”

Peter Drucker

Thank you! Ansgar SickertHead of Quality & Service Delivery

Delhi International Airport Pvt. Ltd.“Udaan Bhawan”IGI Airport, Terminal 1BNew Delhi – 110 037India

Tel. +91 99 1038 2806Email: [email protected]: www.newdelhiairport.in

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ASQ Assured DIAL’s Framework for Customer Delight Events/ASQ... · – Malaysian Airports Holding Berhad 10.0% – IDF 3.9% – AAI 26.0% 3•Mya rd, 2006, DIAL (Delhi International