Republic of the Philippines

PHILIPPINE STATE COLLEGE OF AERONAUTICS

Villamor, Piccio Garden, Pasay City

AE 523
AIR TRANSPORT ECONOMICS AND MANAGEMENT

Research

AIRLINE SCHEDULING

Submitted by:
Robarios, John Ericsson I.
BSAeE 5-4

Submitted to:
Engr. Romeo E. Gorospe Junior
Instructor
1. Airline scheduling can be defined as the art of designing systemwide flight patterns that
provide optimum public service, in both quantity and quality, consistent with the financial
health of the carrier.

Normally, a carrier publishes a new schedule six or seven times a year, generally on a
bimonthly basis. During an average year (the last several have been anything but average),
the spring and fall schedules are the primary ones.

As a carrier grows, the scheduling process becomes more complicated. Computer

models are used quite extensively by the major carriers, but they have not eliminated
the meetings that scheduling must have with the operating units to work out specific
problems.

Schedule building never really starts from scratch. Data are continuously fed into the
scheduling department from regional sales and services, as well as from the other major
operating departments. These new data are added to the basic body of knowledge that
the scheduling department has about the airline’s scheduling patterns and the numerous
factors involved. The schedule that emerges is the product of continual refinement.

2. Airline Scheduling Processes

There is a chief architect, to be sure—the scheduling department, headed by a vice-
president or director, depending on the size or organizational makeup of the company.

Many airlines use the committee system, in which officials from all operating departments
meet to analyze the proposed schedule, make suggestions, and resolve
conflicts between departments.

Equipment Assignment and Type of Schedules

The scheduling department will generally refer to aircraft throughout the system as being
operated in either in-service or out-of-service use. In-service use refers to those aircraft
being flown (1) on scheduled service, (2) as an extra section, or (3) as a charter flight.
An extra section is an additional aircraft assigned to handle a particular flight because
of an unusually large number of passengers. Out-of-service use refers to those aircraft
temporarily assigned for major overhaul, maintenance checks, flight training, special
projects, such as installing different seats, or line reserves. Line reserves are extra airplanes
stationed at major terminals to be called on in the event of a problem with a scheduled
flight.

Four Basic Schedule Types:

• Skip-stop – refers to the practice of providing service to points A, B, C, D, E, F, G,
and so forth by scheduling flights in the following manner: A–C–E–G or A–D–G, or
similar combinations in which one or more of the intermediate stations are “skipped,”
with service being provided by other flights. The principal advantage of skip stopping
is to provide fast service to intermediate stations; the principal disadvantage is in not
providing service between consecutive cities.

• Local-service - shorter-range aircraft make all stops on a segment and connect at

larger intermediate stations with long-range aircraft. The principal advantage of local
service is that it provides fast service between small intermediate stations and terminal
points; the principal disadvantage is the change of planes involved.

• Cross connections (hub and spoke) – several points of departure are fed into a
single airport (the “hub”), from which connecting flights transport passengers to their
various destinations (along the “spokes”). The main advantage of the highly developed
airline hub-and-spoke operation is that it provides an enormous “multiplier” effect as
to the number of city-pairs an airline can serve with a given amount of flight mileage.
By connecting at a hub, passengers can also enjoy the convenience of frequent flights
to and from that hub. This usually results in lower schedule delay, which is defined as
the waiting time between a passenger’s most desirable departure time and the actual
scheduled flight. This schedule type also has some disadvantage. As aircraft volume
approaches the capacity of the hub airport, congestion delay increases rapidly, which
may outweigh some of hubbing’s benefits to both airlines and passengers.
 • Nonstops - are being used more frequently than ever by the major and national
carriers. The principal advantage is provision of fast service between terminal points;
there is no real disadvantage, although, of course, no intermediate stations receive
service on these flights.

The types most adapted to a fleet of same range airplanes are skip stopping and cross-
connections; for a fleet of at least two general types of airplanes, all four schedule types
can be used, with perhaps more emphasis on local service and nonstops.

From the passenger’s viewpoint, the goal is safe, speedy, dependable, and comfortable
service from point A to point Z. From an airline standpoint, the desire to meet every individual
passenger’s needs must be weighed against profitability.

Data Limitations in Airline Scheduling

Although detailed traffic data are available on-line, historically, airline scheduling has
been performed with limited sources of traffic data. The DOT forms 41, T-100, and Ten
Percent Surveys of Domestic and International Traffic are basic schedule planning
and route analysis tools. The DOT data are available on easy-to-use CD-ROMs and can be
abstracted readily for use by scheduling analysts.

Current data regarding international carriers are more difficult to obtain. Advances in
telecommunications and computer science are providing better information sources for the
airlines.

However, even with new information resources and more sophisticated analytical tools,
airline scheduling will continue to be a complex and challenging task.

All flights are plotted on a station plotting chart that documents sequence and schedule
time of operation using certain standards and codes.
The schedule planner contends with a variety of challenges in the ground operations area,
many of them conflicting. Scheduling is literally hemmed in by space limitations. Yet planners
must find gate positions for the essential flight complexes. They must keep personnel
costs at a minimum but at the same time staff for flight connection opportunities to
maximize service to the public. And they must avoid new capital outlays for expensive
ground equipment yet do everything possible to enable flight peaking at times when
passenger demand is greatest.

Every situation has to be studied separately at each of the carrier’s stations, with every item
of added cost weighed against the estimated added revenue. No decision can be made
without carefully assessing its consequences.

Schedule Planning and Coordination

The responsibility for schedule development is the province of the scheduling department,
which is generally within the marketing administration and which oversees the entire system.
All productive resources have the one essential function of operating the schedule safely and
dependably. All selling resources have one essential function of getting passengers and
shippers to use the schedule.
3 and 4. Factors Affecting Airline Scheduling

Equipment Maintenance
The primary purpose of the maintenance organization of an airline is, of course,to provide a
safe, salable aircraft for every schedule.

Maintenance efficiency goals:

1. Minimize aircraft out-of-service time;
2. Use up time allowable on aircraft and parts between overhauls;
3. Seek optimum utilization of personnel and even workload, and;
4. Maximize utilization facilities.

There are two items to consider:

(1) any station accomplishing service or maintenance checks requires not only
hangars and tooling but also millions of dollars in spare parts (for a major carrier), and (2)
each station also requires highly skilled mechanical and technical personnel.

Schedule planners must take into account the maintenance department’s plans and systems
for efficiency. Of course, this is a two-way street. When the maintenance organization makes
certain changes in the way it does things, this, too, can affect the scheduling department.
Therefore, the maintenance people and the scheduling planners in any airline maintain a
close, day-to-day relationship.

Flight Operations and Crew Scheduling

The following operational factors are important in schedule planning:
• Airport runway lengths
• Aircraft fuel capacity
• Habitual adverse weather
• Air traffic control and routings
• Crew time limits
• Employee agreements/contracts

The term weather is used to describe the type of condition that occurs ordinarily at a specific
locale during certain times of the day or seasons of the year.

The working limitations that govern flight crews are found in both the Federal Aviation
Regulations (FAR) and employment agreements. The
FAR limits are as follows:
1. There is a daily limitation of 16 hours maximum flight duty time for pilots on a two
person crew, unless, prior to exceeding 16 hours, a rest period is provided of no less
than 10 hours. Therefore, an increase of only a few minutes to a schedule, or the
addition of one extra station, might force a crew break and layover not otherwise
necessary. Duty time includes planned flight time, taxi time, known delays, and debrief
time. After push back, the pilot must return to the gate if extended ground delays
would cause duty to exceed 16 hours at the estimated release time.
2. Flight crew members must have had at least 8 hours of rest in any 24-hour period
that includes a flight time.
3. Flight crews may not exceed a maximum of 40 flight hours during any seven
consecutive days. Release from all duty for 24 hours must be granted to each flight
crew member during any seven-consecutive-day period.

Ground Operations and Facility Limitations

The objective of ground service, then, becomes to accommodate as many flights as
possible and as efficiently as possible, consistent with physical limitations and prudent
utilization of personnel and equipment. The schedule planner must consider all of the
following at every station for every proposed schedule:
1. Are there enough gate positions for the number of planes on the ground simultaneously,
including a cushion for early arrivals or delayed departures?
2. Is there adequate ticket-counter space to handle the passengers expeditiously?
3. Is sufficient time provided for on-line or interline transfer of passengers, baggage,
mail, and cargo?
4. Can the planned flights be handled efficiently by the present level of ticket-counter,
ramp, and food service personnel? If not, will additional revenue from the new
flights or the new connection be sufficient to more than offset the cost of additional
personnel?
5. Will the proposed schedules introduce a second or a third personnel shift Conversely,
will a minor flight adjustment permit the reduction of one shift?
6. Is there ground equipment of the right type: aircraft starter units, baggage vehicles,
cargo conveyors, forklifts, tow tractors? If not, is there sufficient lead time to purchase
them, and can they be economically justified? Should the carrier contract these services
from another carrier because of the small number of flights into a particular station?
7. Does the proposed schedule overtax food service facilities?

Principal marketing problems:

• The problem of traffic flow
• The sensitivity of schedule salability to even minor differences in departure times
or other factors;
• The operational difficulty of accomplishing schedule adjustments as desired, because
of problems of time zones, station personnel, equipment turnaround and the
chain reaction effect, and;
• The financial leverage of load factors.

The concept of traffic flow—or the number of originating and connecting passengers on
a particular route—is widely recognized; the degree of its importance is not sufficiently
understood. Smooth traffic flow helps to explain schedules that seem quite excessive in
relation to origin-destination traffic. The schedule planner must take advantage of
traffic flow opportunities.
Schedule salability not only varies by time of day and by route but also has a different pattern
of variation between the two directions on the same route. Every schedule an airline operates
is a separate product, having its own special market and salability. And as competition gets
ever more intense, the importance of even minor schedule changes becomes correspondingly
greater, making the job of scheduling more complicated.

An important factor affecting schedule actions is the time zone effect. The fact that we
gain three hours on the clock going westbound and lose three hours coming eastbound has
a major impact on scheduling a jet fleet.

Still another factor that affects scheduling is the need to minimize the peaking of personnel
and ground equipment. The scheduling department staff cannot always tell at a glance from
its own schedule plans whether it is creating an inefficiency of personnel utilization.
At the end of every trip, certain operations must be performed, such as cabin cleaning,
refueling, and catering. Standards have been established for the turn time required for
different planes on different-length hops. On top of these minimum requirements, the
scheduling department must build in another factor as a cushion for the
possibility of late arrival.

With all the factors stated above, because of the interrelationship among gate congestion,
maintenance routing, and other factors, a single schedule action frequently sets up a chain
reaction effect requiring many other schedule changes.

One of the unfortunate facts of the airline business is that the carriers produce revenue
passenger miles but sell available seat-miles—hence the importance of load factors.
An airline, unlike other industries, has no surplus opportunity in overestimation. Costs of
operating a schedule vary only slightly as load factor changes, whereas revenue varies in
direct proportion to changes in load factor. Thus, a shift in load factor of only a few
percentage points can make all the difference between a money loser and a profitable
trip. When all of these factors are taken together—the sensitivity of schedules to even minor
changes, the difficulty of adjusting schedules, and the tremendous financial impact of losing
even a few passengers—the full measure of the difficulty becomes apparent.
All according to this reference.

Reference
Wensveen, J. G. (2007). Principles of Airline Scheduling. In J. G. Wensveen, Air
Transportation : A Management Perspective 6th Edition (pp. 343-369). Burlington:
Ashgate Publishing Company.