"Metamorphosis" of Trolley Operation Management at Capital Airport

In the capital airport terminal, there are such a special group of "employees". "They" accompany the passengers to complete the journey smoothly, silently appear at the key nodes of the entry and exit process, and provide silent help when the passengers need it. "They" are the trolleys of the Capital Airport. "They" have commendable results: in the passenger satisfaction assessment of Airports Council International (ACI), the trolley service of Beijing Capital Airport has been at the forefront of the world for many consecutive years, and the single satisfaction of "whether the luggage trolley is convenient and sufficient" once ranked first The world's first, known as "the world's first launched."

"Supply exceeds demand" is the challenge

"The speed of delivery has been accelerated in various regions. Many tour groups have arrived at the port on the spot, and the use of vehicles is tight, so please replenish them quickly!" The trolley squad leader urged the people passing by the trolley to transport people, and communicated by phone with other areas to strengthen linkage.

"Why don't you come to the car, so many people are waiting". Passengers waiting to pick up their luggage at the baggage carousel began to feel a little anxious.

"Passengers, now is the peak travel time, we have stepped up deployment, and the vehicles will be replenished immediately, please don't worry, wait for a while." The staff who maintained the order at the scene comforted the passengers.

In the distance, a number of trolley delivery personnel pushed the long string of carts hard, sweating profusely and speeding up the pace under their feet. Dozens of trolleys that had just been delivered to the scene were snapped up by the eagerly waiting passengers in no time.

This is a microcosm of the trolley's peak operating hours. With the continuous increase in passenger throughput of Capital Airport, passengers' requirements for the convenience of using trolleys are also gradually increasing. At the same time, the trolley equipment is facing the reality that the wear and tear tends to be serious year by year. In 2016, the annual passenger throughput of Capital Airport exceeded 90 million, marking a new milestone. The improvement of trolley service also entered a bottleneck period. On the one hand, the number of trolleys required for the annual passenger volume of the Capital Airport does not match the actual number of trolleys in operation, especially during peak hours; on the other hand, the problem of old vehicles is serious, and there is a mismatch between the annual wear and tear and the speed of new car purchases. The asymmetry between demand and supply limits the improvement of service quality. Whether it can respond quickly and effectively supplement the running vehicles has become a difficult problem for airport managers.

"Dare to think and dare to do" to explore together

In order to avoid the "car break crisis" at the scene, the "blocking stone" must be fundamentally removed. Faced with how to break through the "pain point", the managers of the Capital Airport Terminal began a new exploration. Find the answer from the source by deeply dissecting the causes of the two mismatches. In the original trolley service operation, the daily operation service and maintenance were entrusted to external service providers, while the trolley procurement work was the responsibility of the airport management. Under the original operating model, the overall process of purchasing new cars was cumbersome. The procurement cycle was as short as four or five months, and as long as eight or nine months. There was a certain lag in easing the pressure on the site. At the same time, the new car needs to consider the supporting maintenance work and maintenance cost separately after the warranty period. To this end, in view of the identified key links such as procurement and maintenance, the airport management party has conducted many discussions on the trolley management mode, whether to continue to optimize the local process according to the original mode, or use a combination of self-purchasing of some vehicles and some vehicle leasing. Model, or a little bolder, adopting a new model of vehicle rental services (including maintenance), everyone has different opinions.

Practice is the best test standard, and the staff decided to carry out on-site pilots for a new model of vehicle rental services (including maintenance) to speak with real data and effects. Combined with the on-site operation analysis, the staff selected the T2 domestic luggage hall with the busiest daily trolley operation as a pilot area for the new model of vehicle rental service (including maintenance), and calculated the number of vehicles that need to be supplemented to this area by leasing. With the assistance of all parties, the pilot work has begun intensive preparations. The airport management and the trolley labor operation service provider have repeatedly discussed the service content, service standards, service plans and rental fees, fully considering many details of the implementation process, and finally signed the agreement. related agreements. Subsequently, the service provider of the trolley service operation directly connected with the trolley manufacturer, communicated in-depth procurement matters, removed unnecessary links, and maximized procurement efficiency. Two months later, 1,100 new cars were purchased and transported in place, appeared in the T2 domestic baggage hall, and were put into on-site operation guarantee work. The 4-month trial operation was carried out in an orderly manner with the concerted cooperation and full support of all parties.

"Push Chen Zhixin" to promote together

In order to further study the economy and applicability of the new model of trolley rental service, and to do a good job in the effect analysis during the pilot operation, Beijing Capital Airport has established a special joint evaluation team, which is based on the subjective evaluation of passengers' feelings and the objective measurement of the operation situation. comprehensive assessment and consideration. Among them, for the objective monitoring of the on-site operation, mainly by recording the number of trolley users and the number of vehicles at the site, measuring the passenger utilization rate and the amount of trolleys retained in the building per unit time, and continuously monitoring the delivery frequency of trolleys to estimate the turnover of trolleys. In terms of subjective evaluation of passengers, the opinions and suggestions of passengers are collected in the form of questionnaires, and the overall satisfaction and individual satisfaction evaluations of passengers using trolleys are recorded. The entire evaluation process is divided into three stages: the old model, the new model (run-in period) and the new model. The evaluation time covers the Spring Festival travel guarantee period, in order to truly reflect the effect of the project implementation.

Many travelers have given favorable comments on the usability, convenience, and cleanliness of the trolleys. Passengers generally reflected: "I feel that there are more trolleys, and it is convenient to pick up the carts without waiting. I would like to give you a thumbs up."

"Our employees can also feel that the order has improved on the spot, and the service quality has been significantly improved compared with the previous service. Everyone no longer has to rush around like ants on a hot pot." The trolley management staff said with a smile.

After a comprehensive and detailed analysis, taking into account the needs of passenger vehicles and improving the efficiency of contract management, everyone agreed that the evaluation results of this model in the trial operation stage were good. The airport management has strengthened its confidence and quickly extended the model from the pilot operation to the three terminals of the Capital Airport, strengthened the management of the trolley service with the new model, and made the innovation work meticulously, practically and brightly. The adoption of this innovative model of "labor service operation + vehicle leasing" not only provides a better choice for the operation and management of trolley services, but also becomes the practice of Capital Airport.