The functioning of a hub requires waves of arrivals and departures of aircraft for endurable matches times. The flight of Air France program is thus concentrated Roissy around six timeslots linking within a maximum of two hours of moyens-courriers and long-mail flights. "This system of timeslots is economically efficient," said Henri de Peyrelongue, Director of the program Air France-KLM. For example, the Second Beach, between 9: 30 a.m. and 10: 30 a.m. seeks 80 devices involving 59 flights average mail 21 long-mail, allowing 1.319 combinations.
Air France Roissy is from this point of view more attractive than its competitors. In 2008, the hub offered 23.694 opportunities of matches per week compared to the 14.011 of Lufthansa in Frankfurt or the 7.156 of British Airways at Heathrow. The mechanics of the hub seems simple, but "model is demanding and requires a relentless organization, a regularity of frequency and a rigorous sequence of rotations", said a specialist. Because any delay has a domino effect and, with the volumes, everything is amplified. The hub of Air France-KLM to Roissy thus allowed 33.5 million travellers in 2008, account 7,500 full-time (both outsourcers), staff following average daily passenger 880 aircraft movements and the passage of 104.200 55 matching.
Three process control
Such a system involves three process control, explains Michel Emeyriat, Deputy Director General responsible for the operation of Air France: treatment of aircraft on the ground, the passengers and baggage. To reduce the time path of transits, the activity of the hub was concentrated East of the Airport (building E, F, S3 and soon S4). The number of aircraft in contact is gradually increased (now 85 for long-mail, much less in moyens-courriers). The more complex is the sorting of baggage, which are not autonomous as passengers and must follow a traveller even if he changes his mind, destination or flight.
Air France has created two years ago a kind of cockpit of the system, control of the hub (hub CC). "The air is a trade of hazards which implies continuously coordinate and reschedule." "Improvement of a point in the correspondence rate represents a financial issue of 40 million euros," said Michel Emeyriat. The objectives of the hub CC, adds his head Joëlle Sahler, "are to improve punctuality at the start of the aircraft, the success of the correspondence of passengers and luggage and manage crises." Its management to improve the rate of successful over 97, matches an economy of EUR 60 million per year for the company (accommodations, meals, loyalty of the passengers...).
DC hub is a kind of remote plateau. 800 M2, it brings together more than 100 positions of work, runs 24 hours / 24 hours and employs 400 people. In two years, it will be expanded to 200 positions and 600 employees. Each is assigned to a specialized Island (flights, passenger management in correspondence, parking of aircraft...) by relying on all decision support software.
For example, the baggage are scanned at the exit of the aircraft, when they pass into the hands of a subcontractor, entering, or exiting of a sorter... If one of them is missing, it is located and the operator knows whether he may or may not wait for him. Other operators moving aircraft on the parking with advertised connections, maximum approximate the points of contact for those who generate large flows between them.
Connecting passengers are flown by another software that indicates the arrival of each aircraft concerned passengers, their destinations and their time of predictable path. When the transit time seems too fair, assistance is triggered in "Board room" (from the gateway of disembarkation to the departure lounge). One hundred and sixty people are assigned to the escort and may borrow diverted circuits, shortcuts or dedicated vehicles.
The tools of "coordination".
Another very sharp function is the "coordination" in back-office operations carried out on the ground on the aircraft. Air France-KLM is the only company in the world to make these operations remotely who are saving EUR 11 million per year. A coordinator replace up to 4 "leaders aircraft" field. It has a vision camera aircraft parking and a screen where register milestones registered along each operation (opening of cargo, catering... truck geolocation), allowing it to anticipate delays of providers and respond.
The end of the end is a tool for economic decision that anticipates every arrival of plane optimal waiting time before the new departure. Software net incremental costs for the changeover scenarios company according to the minutes of delay: number of missed connections, "non-réachat" (form of the discontent of the delayed passenger assessment)... For example, the departure of such aircraft at the time with 29 missing passengers, cost the company 52.178 euros, while its departure delayed for 40 minutes with only 4 passengers less would reduce the amount of 40.927 euros. This decision support does not take into account various factors such as the "stop PN" (impact of delay on the working time for aircrew, requiring regulation to change crew after a certain period of time), the quality of some (wheelchair passengers for example), the availability of accommodations for the passengers who missed a flight...
Linchpin of the anthill is the "operating decision maker", this 24 hours over 24 hours, referee as a last resort. It must make the right decisions taking into account the resources and costs, in relation to the heads of permanent (CEP) stops physically present in each terminal.