Airport Business

NOV 2018

The airport professional's source for airport industry news, articles, events, and careers.

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Page 27 of 43

28 airportbusiness November 2018 PRODUCTDELIVERY which the airport and all the stakeholders plan to operate are captured in the design criteria for the new facilities. This includes the way they will incorporate any new technologies and improved levels of service in their operation Thus, when keys are handed over, the facility is designed (and ready) to meet the operational requirements of the airport and its stakeholders. How many of the readers have worked in facilities and thought to themselves “What were they thinking when they designed this place?” ORAT can be deployed at various phases in different projects, but the true cost benefits and influences are achieved early in the project. One of the critical characteristics of any ORAT program, including those used at other non-airport facilities such as hospitals and new stadiums, is that it can seamlessly fit into any project development. If ORAT is brought onboard after construction begins, the ability to influence design and address lifecycle costs of systems and equipment is minimal to negligent. However, the operational concepts that ORAT identifies through early stakeholder engagement are considered and can be captured during the planning phase of a project. Should stakeholder concerns not be known and addressed until after construction begins, modifications to the design may result in unwanted change orders or not be captured at all. Similarly, bringing in the facilities maintenance and IT stakeholders early on will allow for cost assessments of the systems and equipment being specified. As a rule of thumb, 75 percent of equipment costs comes after the first day of its operation in the form of operating costs versus the 25 percent cost spent in the procurement of it. Involving an ORAT Program early on allows for consideration and analysis of the lifecycle costs to be identified before procurement of those systems/equipment, thus allowing for possibly more informed decisions regarding the selection of systems/equipment resulting in long-term savings. Two areas that give program and construction managers anxiety are schedule and cost. They are concerned that the ORAT processes might delay the construction schedule and/or they might result in change orders. Examples of successful ORAT efforts show otherwise. In fact, ORAT is designed to reduce change orders for operational and maintenance reasons due to its involvement during the planning phase when the operations and maintenance stakeholder concerns are presented and incorporated into the design, rather than later when a possibility of a change order presents itself. ORAT does not impact construction schedules. Rather, it is integrated into the project schedule and adjusts as or if the project schedule does. One point to emphasize, substantial completion (project handover) should not coincide with the opening of a facility. Often, a project schedule ties commissioning sign-off with substantial completion. When commissioning activities are complete, the trialing of equipment, systems and processes still needs to occur, which also validates the training and staff knowledge. How much time beyond substantial completion is given for trialing is based on the types of systems being trialed, the complexity of the facility, the level of assurance, and validity of the procedures that as they are written and they are correct and aligned with the design of a new facility. Often times, though, there are additional pressures to open new facilities by a specific date, whether they are operationally related, political or contractual. These influences may impact the number, repetitiveness, and level of assuredness that the systems and processes will work. With terminals being more and more reliant upon technology, the opportunity for failures to occur is high. An ORAT program teaches staff through series of workshops how to utilize and operate the technologies to their advantage, so they can make processes such as self-bag check-in, self-boarding machines, and even future self-boarding, benefit the customer experience levels being sought. ORAT teams work with the stakeholders to also identify the training requirements and develops a familiarization, induction and training program, aligned with the O&M training requirements of the contractors and ensures staff are familiarized with the new facility and they are properly trained on the new systems and procedures. Immediately upon opening a new terminal or other facility, a critical time exists that must be monitored. As systems and equipment are being exercised during a “settling in” period, there is a high likelihood that things can go wrong. Also, usually there are still on-going construction activities as well as punch-list items being resolved. Post opening support is important to operational continuity and mitigation efforts. ORAT should remain mobilized for a couple of months after facility opening to provide necessary support to the stakeholders as well as to the contractors to assist with mitigation efforts as needed and to assist with close-out of any operational issues. Although ORAT can take different approaches to implementations to meet the unique needs of each particular airport or airline, one key component that the airport or airline must always consider is how they foresee their staff’s involvement in the development and management of ORAT activities. Are they, or can they be, fully committed to ORAT 100 percent of the time, and if so, who will take over their day job? This question is critical for airports/airlines to contemplate, because full commitment by utilizing staff or outside consulting services is the only way to achieve complete readiness success. A number of airports around the globe have

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