黄刚-首都机场服务管理创新与奥运保障实践

航空

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king_123

kankan~~~~~~~~~~~~

liyuan5208

很不错的东西，参考一下，谢谢分享。

gbialcm

好像听过一次这个报告，旅促会的人做的好像？

stonejh

是什么东西啊

 

航空

1首都机场服务管理创新与奥运保障实践2009年5月15日
内容概要第一部分：首都机场概况第二部分：首都机场服务管理创新第三部分：首都机场奥运保障实践
首都机场现有三座航站楼、三条跑道、两个塔台，设计年旅客吞吐量达到8200万人次，高峰小时可起降125架次。
第一部分：首都机场概况T1T2T3-CT3-DT3-E中跑道东跑道西跑道
2008年，首都机场的旅客吞吐量为5600万人次，世界排名第8位。货邮吞吐量9年年均增长航班起降架次9年年均增长
第一部分：首都机场概况10.1%当今世界上发展速度最快和最具发展潜力的机场之一旅客吞吐量9年年均增长16.3%24.2%
内容概要第一部分：首都机场概况第二部分：首都机场服务管理创新第三部分：首都机场奥运保障实践
第二部分：首都机场服务管理创新国航地服商贸检疫边检海关口岸办AOC公安配餐广告东航海航南航武警动力特警安保医院
多年来，首都机场各单位秉承“服务至诚”的理念，践行首问负责、旅客优先、主动服务的宗旨，努力为广大顾客提供安全、舒适、温馨的服务环境。
1.目标设定
战略目标：成为世界一流枢纽机场的服务典范阶段性目标:根据发展不同时期的需求制定2007年中2007年底奥运前3.503.704.0奥运前服务满意度三步走世界前十世界前五2012年2009年奥运后战略目标2008年全年服务质量提升最快; 4000万级以上全球第三4.13
1.目标设定
2.服务标准体系参考IATAIATA、ACIACI的建议借鉴中国民航的行业标准对标世界一流机场结合首都机场实际情况形成了一套具有首都机场特色的服务标准体系，包括机场流程效率、环境、人员服务、航班延误服务44大类7878项关键指标,,如行李首末件到达时间、航站楼温度、卫生间清洁度等确定了关键服务指标的具体服务标准建立了针对外包服务商的合约管控服务标准
2.服务标准体系有效发挥“资源、经济、信誉”三大杠杆的管控机制07年8月份联合各单位公布《全面备战奥运、提升服务品质共同行动纲领》，明确14项承诺指标服务质量快速提升通过发挥“资源、经济、信誉”三大杠杆的作用，对驻场单位的服务保障工作实施有效管控，推动了服务品质的快速提升。08年7月份，再次发布了《首都机场圆满保障奥运服务承诺》，进一步细化了服务内容、提升了服务标准，并专门针对奥运大家庭成员做出8项承诺，创新了奥运保障的服务标准。
3.服务持续提升寻找机场服务短板重点对标国际先进机场的服务理念和标准持续提升服务品质只有持续提升，才能跻身一流并保证领先优势。在这一理念的指导下，自2001年起，我们便参加了ACI组织的全球机场旅客满意度测评项目
3.服务持续提升
通过参加ACI的旅客满意度调查、组织专项服务调查、进行流程客观测量、开展现场服务监察和暗访活动、聘请神秘旅客和落实旅客投诉管理系统反馈的意见等多种方式，全面收集旅客意见和建议，对服务状况进行及时、客观的评价，并将意见及时反馈给相关服务单位，实现了对存在问题的快速解决和及时改进。
2004年,适时建立了首都机场旅客服务促进委员会，与航空公司、海关、边防、检验检疫、公安、武警等24家单位搭建了沟通协作的平台。
4.沟通协调平台
沟通无阻碍
Hurdle-Free Communication5F5F问题无滞留Delay-Free Agendas协作无推托Excuse-Free Cooperation流程无纰漏Crack-Free Process认识无分歧Discrepancy-Free Understanding公司内部::推行5F5F工作机制日生产运行例会的协调机制关注细节督促整改确保T3平稳转场优质服务奥运
4.沟通协调平台主动协作、密切配合、互相补台、互相促进系统梳理专项跟进
4.沟通协调平台阶段性目标与长远性目标相结合大思路的把握与细节的关注相结合专项整治与全面改进相结合有效的激励与到位的监控相结合求精的专业精神与求诚的国门文化相结合内部对接与外部对接相结合公司外部::推行““6C6C（结合）（）””工作机制BCIA
内容概要第一部分：首都机场概况第二部分：首都机场服务管理创新第三部分：首都机场奥运保障实践
第三部分：首都机场奥运保障实践
1. 精神和理念是成功的动力
2.2.预案演练是成功的前提3.3.多方联动是成功的关键4.4.创新举措是成功的基础5.5.特色文化彰显了北京人文奥运的理念
1.精神和理念是成功的动力T3T3工作精神：勇担重任甘于奉献团结协作使命必达T3管理理念：关注所有细节，发现问题就是成绩；穷尽一切问题，及时解决就是提升。
1.1.精神和理念是成功的动力2.2.预案演练是成功的前提3.3.多方联动是成功的关键4.4.创新举措是成功的基础5.5.特色文化彰显了北京人文奥运的理念
第三部分：首都机场奥运保障实践
2.预案演练是成功的前提
中国有句古语：“凡事预则立，不预则废”。意思就是说要做好一件事情，事前的准备充分与否对能不能取得成功至关重要。
2.预案演练是成功的前提制定了41个特殊服务保障流程及8大类共85项应急预案完成了22项涉奥工程，15类30项共1400余处无障碍设施改造。组织了数万人进行了6次转场演练，8次大型奥运综合演练和数十次专项演练。
1.1.精神和理念是成功的动力2.2.预案演练是成功的前提3.3.多方联动是成功的关键4.4.创新举措是成功的基础5.5.特色文化彰显了北京人文奥运的理念
第三部分：首都机场奥运保障实践
3.多方联动是成功的关键本着“更高、更快、更好”的原则，进一步完善了日运行协调例会、联席值班办公、运行指挥中心统一指挥等运行保障联动机制，确保了各类运行信息和保障指令的快速传递。
1.1.精神和理念是成功的动力2.2.预案演练是成功的前提3.3.多方联动是成功的关键4.4.创新举措是成功的基础5.5.特色文化彰显了北京人文奥运的理念
第三部分：首都机场奥运保障实践
4.创新举措是成功的基础设置了奥运专机、公务机、包机以及残奥团队航班、普通航班设置了高效顺畅的服务流程，以世界一流的运行标准创下以下记录：专机和公务机贵宾进出港流程只需10分钟奥运包机进港流程仅用37分钟残奥包机进港流程仅用44分钟
4.创新举措是成功的基础
积极组织利用航站楼内所有视屏媒体转播奥运赛事，协调各餐饮、零售商延长营业时间，给奥运大家庭成员及广大旅客营造了良好的出行环境。
1.1.精神和理念是成功的动力2.2.预案演练是成功的前提3.3.多方联动是成功的关键4.4.创新举措是成功的基础5.5.特色文化彰显了北京人文奥运的理念
第三部分：首都机场奥运保障实践
5.5.特色文化彰显了北京人文奥运的理念奥运会开幕前，积极组织在航站楼区域和公共区域搭建了大量奥运景观。
公共区
航站楼
5.5.特色文化彰显了北京人文奥运的理念
奥运表演品展示
民间艺术展示
奥运会期间，在T3组织开展了奥运文化周、残奥文化周活动，向世界展示了中国的文化艺术，使广大旅客留下了对北京奥运会、残奥会难忘的最后印象。
5. 特色文化彰显了北京人文奥运的理念
京 剧
奥运后创新了文化服务的内涵，定期举办“文化国门”活动，使广大中外旅客在进出国门、在北京中转时即能领略中国源远流长的民族文化。
地方戏曲
结束语
民航机场的服务管理工作只有起点，没有终点。我们及时提出了“固化成绩、持续提升、对标先进、创新一流”的工作方针。创新一流持续提升工作方针固化成绩对标先进
结束语
进一步固化奥运期间取得的成绩，以开放竞合的态度，拓宽与世界同行的战略合作领域，推动首都机场服务品质的持续提升，为中国乃至国际民航事业的持续发展做出应有的贡献。
服务无止境沟通无边界谢谢！
1Service Management Innovation and Olympic Practices of Beijing Capital Int’l Airport15/5/2009
Part One: Profile of Beijing Capital IntPart Int’’l Airportl AirportPart Two: Service Management InnovationPart InnovationPart Three: Olympic PracticesPart Practices
Contents
BCIA operates 3 terminals, three runways and two air traffic control towers. The designed passenger capacity reaches 82 million and aircraft movements exceeds 125.
Part One: Profile of Beijing Capital Int’l AirportT1T2T3-CT3-DT3-EMiddle RunwayEast RunwayWest Runway
2008, BCIA handled 56 million passengers, ranking 8th in the world.Annual Freight Movements increased byAnnual aircraft movements increased by10.1%The fastest developing and most potential airport in the worldAnnual passenger volume increased by16.3%24.2%Part One: Profile of Beijing Capital Int’l Airport
ContentsPart One: Profile of Beijing Capital IntPart Int’’l Airportl AirportPart Two: Service Management InnovationPart InnovationPart Three: Olympic PracticesPart Practices
Part Two: Service Management Innovation
Air ChinaGround ServiceCommerceQuarantineImmigrationcustomsAOCPublic SecurityCatering
Advertisement
Eastern AirlinesHainan AirlinesSouthern AirlinesArmedForcePowerStationS.W.A.TSecurityCheckHospital
For many years, with the concept of sincere service, airport partners at BCIA have been making their utmost effort to provide a safe, comfortable and warn service environment with service initiatives and passenger priority.
1.Target Setting
Strategic Target:Settinga example among world’s first-class hub airports Staged Target: Established according different development periods.Middle of 2007End of 2007Pre-Olympics3.503.704.0Top 102012200920084.13Top 53 steps before the OlympicsPost-Olympics
1.Target SettingFastest improvement 3rd in the world in 40million category
2.Service Standards SystemTake IATA and ACI adviceApply Industrial standardsA characteristic service standard system is established including 4 categories and 78 items concerning efficiency, environment, staff and flight delay, e.g. arrival of last baggage, terminal temperature and cleanness.Specific standards of key service target is established.Contract control service standard is established for outsourcing.Benchmark advanced airportsBased on reality
2.Service Standards System有效发挥“资源、经济、信誉”三大杠杆的管控机制Publicizing Beijing Airport Service Promotion Common Program of Actionin August, 2007 with 14 commitments.Utilizing the leverage of “resource, economy and reputation”.Publicizing the innovative BCIA Olympic Service Commitment with detailed and improved standards of 8 commitments.Rapid promotion of service quality is guaranteed
3.Continuous Service ImprovementFinding service shortcomings Learning advanced and standards Sustainable Service EnhancementThe sustained promotion ensures advantage. Such concept led to Participation on ACIASQ program.
3.Continuous Service Improvement
Measures like ASQ program, special service survey, flow monitoring and secret investigation, mysterious passenger and customer complaint system are take to gather information and improve service quality.
4.Coordination Platform
In 2004, Passenger Service Promotion Committee was founded to unite major airport partners in alliance. Up to now, 24 members including airlines, customs, immigration inspection, quarantine, public security etc. joined the committee.
Hurdle-Free Communication5F5FDelay-Free AgendasExcuse-Free CooperationCrack-Free ProcessDiscrepancy-Free UnderstandingInternal:5F Working MechanismInternal:MechanismDaily Operational MeetingLooking into the details and improveSuccessful opening of T3and exceptional services for the OlympicsCooperation CoordinationMutual help PromotionSystematical arrangement and following
4.Coordination Platform
Connection between stagedand long-term objectivesConnection between the whole and the detailConnection between specific and comprehensive improvementConnection between incentive and monitoringConnection between andprofessionalism and National CultureConnection between inside and outside External:6C (Connection) Working MechanismExternal:MechanismBCIA
4.Coordination Platform
Part One: Profile of Beijing Capital IntPart Int’’l Airportl AirportPart Two: Service Management InnovationPart InnovationPart Three: Olympic PracticesPart Practices
Contents
1.Working Spirit and Concept
Part Three: Olympic Practices
2. Drillings3. Coordination4. Innovation5. Characteristic Culture
1.Working Spirit and ConceptT3 Working Spirit：ResponsibilityDedicationCooperationExecutionT3 Management Concept:See to all the details, detection equals achievement.Expose all the problems, solving equals improvement.
1.Working Spirit and Concept
Part Three: Olympic Practices2. Drillings3. Coordination4. Innovation5. Characteristic Culture
2.Drillings
There is an old Chinese saying: “Preparedness ensures success, unpreparedness spells failure. ”meaning to think before you leap.
2.Drillings41 special service flows, 85 emergency plans in 8 categories22 Olympic construction projects, over 1400 accessible facilities renovation6 terminal transfer drillings, 8 Olympic special drillings and dozens of special drillings with tens of thousands passengers
1. Working Spirit and Concept
Part Three: Olympic Practices2. Drillings3. Coordination4. Innovation5. Characteristic Culture
3.DrillingWith the spirit of “Swifter, Higher and Stronger”, daily operational meeting, collaboration working, operation commanding etc. insured the fluent transfer of operation information.
1.Working Spirit and Concept
Part Three: Olympic Practices2. Drillings3. Coordination4. Innovation5. Characteristic Culture
4.InnovationDuring Olympic Games, special passenger flows are designed especially for VIPs, charter flight and Olympic family members. And a series of new records have been achieved through these efficient passengers flow.Heads of the state flights and business jets flow within 10 minutesCharter flights of the Olympic family of 37 minutesCharter flights of the Paralympic family of 44 minutes
4.Innovation
Displaying Olympic opening and closing ceremonies and games in terminals. Prolong business hours of retails of Olympic souvenirs and Chinese characteristic commodities and restaurants to provide more considerate service.
1.Working Spirit and Concept
Part Three: Olympic Practices2. Drillings3. Coordination4. Innovation5. Characteristic Culture
5. Characteristic CultureBefore the Games, Olympic landscape was designed in public area and in terminals.
GTC (Ground Transportation Center)
Terminal 3
5. Characteristic Culture
Opening Ceremony Stage Properties
Paper CuttingDuring the Olympiad, Olympic Cultural Week was organized to consummate traveling experience and impress passengers with Beijing Olympic flavors.
5. Characteristic Culture
Peking OperaCultural service concept was created after the Olympic Games andthe activity of Cultural National Gateway is held constantly to show the national culturalrelics.
Local Drama
Conclusion
Passenger service of civil aviation is a constant topic. Our working guidelines are: consolidation of achievements, sustainable enhancement, learning from the advanced and innovation of first-rate.Innovation of Firstof First--raterateSustainableSustainableEnhancementEnhancementWorkingWorkingGuidelinesGuidelinesConsolidation of Consolidation AchievementsAchievementsLearning from Learning the Advancedthe Advanced
BCIA is to develop areas of strategic cooperation with an open, competitive and cooperative attitude to guarantee sustainable improvement of airport service quality, and make further contribution to civil aviation industry.
Conclusion
Service is endless while communication is boundlesscommunication boundlessThank You!Thank