OPM Individual Assignment 2014

Table of Contents
Executive Summary.........................................................................................................................2

1.0 Introduction................................................................................................................................3

1.1 Changi Airport’s Scope of Operation Management and its responsibilities..........................3

1.1.1 Airside Management.......................................................................................................4

1.1.2 Airport Emergency Service.............................................................................................4

1.1.3 Aerodrome Safety............................................................................................................5

1.1.4 Security............................................................................................................................5

1.1.5 Quality Service Management..........................................................................................6

2.0 The Strategic Choice for Location.............................................................................................7

3.0 The Use of Technology.............................................................................................................8

4.0 The Suitability of Floor Layout.................................................................................................9

4.1 Terminal 1..............................................................................................................................9

4.2 Terminal 2............................................................................................................................11

4.3 Terminal 3............................................................................................................................13

5.0 The Commitment to Quality and Customer’s Satisfaction......................................................15

6.0 Conclusion...............................................................................................................................16

7.0 References................................................................................................................................17

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Executive Summary
This report studies the operation activities of an airport terminal and to study how the
organization manages their internal workforce to nurture their management team to attain
worldwide successful recognition. The area of discussion is directed into several titles starting
with the scope of operation management on mentioned airport terminal; then to describe the
responsibilities of its operations manager. This report also studies the strategic choice for
choosing the location of the airport terminal will also be mentioned in the report. Explanation on
the utilization of technology by the airport will further support the airport’s success in retaining
customers. On the other hand, the suitability of floor layout of the airport will also be discussed
in detail followed by reviewing the commitment of the airport’s management for quality
assurance in a long run. At the end of this report, it shall be concluded with references and
citations that are referred to throughout the report strictly using only Harvard referencing system.

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1.0 Introduction
Singapore’ Changi Airport started their operations on 1 st July 2009 officially. Changi Airport has
been recognized as one of the best airport terminal globally due to its high quality maintenance
on airport operations and management, development of their air hub, focusing on commercial
activities and lastly airport emergency services. Presently, this airport has been the world’s 7 th
busiest internationalized airport, supported by 4 terminals to handle over more than 51 million
registered passenger movements as recorded in 2012 (Changiairportgroup.com, 2013).

Figure 1 Best Airport in the World

Source: Changi Airport Group

1.1 Changi Airport’s Scope of Operation Management and its responsibilities

Changi Airport Group is accountable for practically every part of the day by day operation and
management of Singapore Changi Airport. This is to authorize CAG to give a full suite of
administrations in a consistent operational environment that extends from airside to curbside.

Throughout the most recent two decades, CAG has created and actualized inventive thoughts and
worldwide best practices. This has made Changi Airport to stand out amongst the most
operationally proficient airports globally, giving customers, ranging from children to multi-
billion organization, an extraordinary experience (Changiairportgroup.com, 2013).

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1.1.1 Airside Management
Airside Management is answerable for multifaceted and fundamental undertakings on the
runways, taxiways, aprons1 and past airstrip wall which numerous airliners depend on so as to
take off, landing and taxi securing both at Changi and Seletar Airport.

The Operations Manager’s obligations is organizing the area of aircraft stands and luggage claim
belts, testing and assurance of airside driving and vehicular licenses, security investigations,
responsiveness to accidences and incidences, reviews to dismiss dangerous work activities etc.
(City of Colorado Springs Airport, 2008).

1.1.2 Airport Emergency Service

The welfare of passengers is vital in all global recognition airports. At Changi Airport, Airport
Emergency Service (AES) are responsible to offer rescue and fire protection constantly.
Referring to ICAO's models, the level of fire protection in an aerodrome should equivalent with
the biggest airplane worked at that aerodrome 2. Therefore, AES prepares a Category 10 level of
fire protection, which is the highest level of fire protection has needed in ICAO standard’s
records (Changiairportgroup.com, 2013).

The Operations Manager’s obligation is to control the quality of AES fire-fighting transport to
react in 2 minutes, not surpassing 3 minutes to the scene of accident to make sure any flames to
be under control. Thereafter, rescue and evacuation are swiftly taken to nearest medical care.
Besides that, OM has to ensure all the AES vehicles are tested twice yearly to guarantee
qualified standards (City of Colorado Springs Airport, 2008).

1
A paved surface where aircraft stand while not being used
2
An airfield equipped with control tower and aircrafts as well as accommodates passengers and cargo

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1.1.3 Aerodrome Safety
Security is a vital support of Changi Airport Group's to be a worldwide pioneer in airport
management. All levels of management and staff are focused on leadership practices in
overseeing safety and risk encounters, in accordance with qualified standards globally (Ashford
and Mumayiz et al., 2011).

The Operations Manager’s obligation is to lead the Aerodrome Safety Unit to implement and
maintain a viable security management framework (City of Colorado Springs Airport, 2008).

The key responsibilities of the ASU:

 Ensure safety procedures within the organisation follows accordingly

 Observe the safety routine of operational groups
 Manage the classified peril ID process
 Provide supervision and consult on safety management issues

1.1.4 Security
The airport’s basic operation activity is guaranteeing the safety of travelers (Ashford and
Mumayiz et al., 2011). One of the strict security procedures is to meeting the ICAO proposal
requirements. Security measurements are taken point in Security Procedures and Airport Security
Procedures.

Therefore, an Operations Manager’s obligation is to organize well prepared information in order

to educate passengers regarding LAGs (Liquid, aerosols and gels) product before departing
Singapore. Besides that, operations management should always make sure their security
measurement procedures are always on par with international standard measurements to ensure
the overall safety of the entire flight journey. Such as handling a threat suspected unattended bag
or items found in the airport (City of Colorado Springs Airport, 2008).

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1.1.5 Quality Service Management
Changi Group trusts that every service personnel have the responsibility to serve customers
outstandingly. Quality Service Management operation task measures the performance of services
personnel and properly ensure that all of them are well-trained and professional to score surplus
customer satisfaction (Changiairportgroup.com, 2013).

The operations manager’s obligation is to lead service teams to achieve better quality services. A
framework namely Changi Service DNA consist of 3 elements for Operation Manager to
motivate their service personnel to constantly improve their attitude towards quality service (City
of Colorado Springs Airport, 2008).

Figure 2 Changi Service DNA

Source: Changi Airport Group, Quality service management

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2.0 The Strategic Choice for Location

Location and Ease of access

Changi Airport was built across of 1,300 hectares, noticeable at the eastern tip of Singapore
which is 20 kilometers from the city square. It is developed alongside of the island and there is
insignificant noise disturbance as flight ways are for the most part over the ocean. Changi
Airport is conveniently intergraded with highways, for locals and guests to enjoy the whole
Singapore in their own comfort. Due to Singapore's broad and free-streaming way arrange
framework, the downtown area is practically a short 20-minutes’ drive. The ground access to and
from Changi Airport is further upgraded with newly developed rail system framework (Mass
Rapid Transit) to Changi Airport in promptly 2002 (Changi Airport Group, 2010, p. 2).

Strategic choice of location plays an important role for airport businesses to grow especially
under an airport industry’s tough competition. The factors which affects the decision of location
varies, considering the land which fits airlines to fly, the location’s economic sustenance and
importantly, whether the area itself is tourist attraction point. For example, less popular countries
or locations may accommodate lesser airlines or passengers; therefore, their airport business area
does not require much space for their operating activities (Graham, 2004).

Figure 3 Location of Singapore

Changi Aiport

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Source: (Nuria Ling and Changi Aiport Group, 2014)

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3.0 The Use of Technology

Figure 4 Transit and Transfer

Source: Changi Aiport Group, 2014)

Changi Airport consist of active 3 terminals (Changi Airport Group,2014) to accommodate

passengers for different purposes. This assignment will focus on the technology usage of
“Connecting Between Terminals”.

In order to allow people to enjoy the services in all terminals, Changi Airport has provided
several transport modes to connect from Terminal 1 to another. Besides that, transit area and
public area transport mode will be depending on which location a person is going to take.

The Transit Area will travel in Skytrain between Terminal 1 till Terminal 3. However, customers
will have to use the travellators 3 especially on non-operating hours. The Public Area will also
use the Skytrain to drop passengers in all Terminals. However, on non-operating hours,
customers will have to use the free shuttle bus to travel to different terminals. The below table
will explain the Shuttle Bus Schedule and pick up point.

Figure 5 Shuttle Bus Pick up or Drop-off

Points

Source: (Changi Airport Group,2014)

3
A moving walkway or moving sidewalk

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4.0 The Suitability of Floor Layout

As mentioned in previous title, Changi Airport consists of 3 Terminals. This assignment will
then explain the functionality layout and to point out the key benefit of each terminal. The floor
layout plan will be provided with its description.

4.1 Terminal 1
This Terminal is Changi Airport’s very first terminal which started operating since 1 st July 1981.
It has gone through many phases of upgrades and as on 2014. The latest upgrade has includes
sophisticated architectural design which brings out the warm and accustomed experience
specially dedicated to foreign passengers. The innovative design is able to sustain the natural
warmth and the friendliness environment in the terminal.

It is recognized worldwide for its 6 functions, namely:

Figure 6

Experiencing Changi
Airport Terminal 1

Source: Changi
Airport Group,
2014

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Figure 7 Terminal 1 M

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4.2 Terminal 2
The second terminal of Changi Airport was supported by previous Prime Minister Mr Goh Chok
Tong on 1st June 1991. For the convenience of passengers to travel between terminals, the
concept of “Skytrain” was introduced and it is still in service up till now. The final upgrade of
Terminal 2 ended in 2006 and it has benefited in expanding its business areas to cater more retail
and food & beverages shops. (Please refer Appendix 2 for floor plan layout.)

It is also recognized worldwide for its 6 functions, namely:

Figure 8

Experiencing Changi
Airport Terminal 2

Source: Changi
Airport Group,
2014

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Figure 9 Terminal 2 Map Sources: Changi Ariport Guide, 2014

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4.3 Terminal 3
The third terminal of Changi Airport is also the latest built terminal which started operating since
9th January 2008. The development of 3 terminals is to accommodate the growing air traffic and
as at 2010, total passenger capacity of Changi Airports is 70 million per year. The design concept
for this terminal is concentrating on appreciating Mother Nature basing on transparency, natural
lighting, external views and sustainability.

It is also recognized worldwide for its 6 functions, namely:

Figure 10

Experiencing Changi
Airport Terminal 3

Source: Changi
Airport Group,
2014

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Figure 11 Terminal 3

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5.0 The Commitment to Quality and Customer’s Satisfaction

Changi Airport Singapore

Figure 8 Skytrax 5
Star Airport Badge

Source: AirlineQuality.com
“The best airport I have visited. The themed gardens, spotlessly clean terminals and genuinely
friendly staff make this airport one of the best, if not the best, in the world.”

M Jacques (UK), 10 February 2014.

Organisations need to be concerned with quality, reason being, quality is the client's concern. Dr.
Juran depicts a method for planning concern for the client into organizational procedure. His
"Quality Trilogy" of quality planning, control and improvement demonstrates to arrange,
organize and reconcile a concern for quality into all organizational operations for the greater
good to customers (Sashkin and Kiser, 1993).

According to a media release, Changi Airport has again achieved excellent service in airport
industry (Changi Airport Group, 2014). CAG has poured countless effort in order to achieve this
success, and one of it is by committing to excel in service quality and employee development. It
is not easy to control 2200 aviation security officers in performing security procedures like
patrolling and screening functions in Changi Airport. However, CAG is firstly investing its effort
into taking care of their employee’s wellbeing to enhance the relationship with customers. The
perception as such that when their employees are happy, their overall working performance will
also be positively affected and thus, bringing benefit to the organization and customers.

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Secondly, to train a group of productive staff, it is vital for CAG to constantly assure that they
are giving attention to every employee’s satisfaction. An annual Employee Satisfaction Survey
was conducted since 2011 to distribute to CAG’s staff that involves in airport operations. This
method enables the employers to study the satisfaction level of employees working in the
company, and then to further improvise on taking care of their employees. For example, CAG
has prepared a private space for staff to take a rest from time to time to boost their productivity
for the day. During breaktime, the organization also prepares entertainment activities such as
television and internet services.

Thirdly, CAG has already train their staff to “go beyond the call of duty”. Early of this year,
Mdm Tan Beng Luan has received the top award of ‘Service Personality of the Year’ for the 5 th
time in her 33 year aviation sector career. This year, her main contribution of the ward may
factor from in 2013 May, she exceeded her boundaries to help a Polish family of three who were
travelling to Manila. Knowing the family was on their tight budget, the family was troubled by
the fact that they were unable to secure flights and return to Europe. As they were about to
cancel their plan to travel to Manila, Mdm Tan offered them accommodation in her home and
even personally advice the family hotspots to travel. She even bought them flight tickets to return
Europe personally. She has exceeded customer satisfaction and that this has created a role model
to all service staff.

“Beng Luan Tan is the kindest and most helpful person I ever met in my life. She saved me and
my family, when we were really in trouble; she is an absolute Angel and has a very good heart.
My family is very grateful to her.”

Ms Agnieszka, one of the Polish family members.

6.0 Conclusion
My study in this assignment about Changi Airport has really impressed me especially in their
way of managing, planning, controlling and organizing the operation management activities.
Changi Airport’s Terminals are remarkably innovative that the flow of operation act is able to

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precisely assure its quality management. CAG values their external customers and internal
customers very profoundly, and Changi Airport deserves its world best airport recognition.

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7.0 References
Ashford, N., Mumayiz, S. A. and Wright, P. H. 2011. Airport engineering. Hoboken, N.J.:
Wiley.

Changi Airport Group. 2013. Changi Service DNA. [image online] Available at:
http://www.changiairportgroup.com/cag/html/our-services/quality-service-management/
[Accessed: 30 Mar 2014].

Changi Airport Group. 2010. Backgrounder - The Development of Changi Airport for LJ.
[report] Changi: Changi Airport Group, p. 2.

Changi Airport Group. 2014. A Quick Guide for Departing/Transit Passengers. [e-book] Changi:
Changi Airport Singapore. http://www.changiairport.com/at-changi/downloadable-airport-
guides [Accessed: 1 Apr 2014].

Changi Airport Group. 2014. Changi Airport bestows top honours on airport community for
service excellence. [press release] 18 February 2014.

Changiairportgroup.com. 2013. Who We Are - Changi Airport Group. [online] Available at:
http://www.changiairportgroup.com/cag/html/the-group/index.html [Accessed: 24 Mar
2014].

Changiairportgroup.com. 2013. Our Services - Changi Airport Group. [online] Available at:
http://www.changiairportgroup.com/cag/html/our-services/ [Accessed: 24 Mar 2014].

Changiairportgroup.com. 2013. Airside Management - Changi Airport Group. [online] Available

at: http://www.changiairportgroup.com/cag/html/our-services/airside-management/
[Accessed: 24 Mar 2014].

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Changiairportgroup.com. 2013. Airport Emergency Service - Changi Airport Group. [online]
Available at: http://www.changiairportgroup.com/cag/html/our-services/airport-emergency-
services/?hideMenu=true [Accessed: 24 Mar 2014].

Changiairportgroup.com. 2013. Aerodrome Safety - Changi Airport Group. [online] Available at:
http://www.changiairportgroup.com/cag/html/our-services/aerodrome-safety/ [Accessed: 24
Mar 2014].

City of Colorado Springs Airport. 2008. Airport Operations Manager. [report] Colorado Springs:
City of Colorado Springs Airport.

Graham, A. 2004. Airport strategies to gain competitive advantage. Airport Competition and
Benchmarking of Airports.

Jacques, M. 2014. Singapore Changi Airport Customer Reviews | SKYTRAX. [online] Available
at: http://www.airlinequality.com/Airports/Airport_forum/sin.htm [Accessed: 1 Apr 2014].

Nuria Ling and Changi Aiport Group. 2014. The Future of Changi Airport. [image online]
Available at: http://www.straitstimes.com/sites/straitstimes.com/files/20130820/
ST_20130820_CHANGI20_3800265.pdf [Accessed: 1 Apr 2014].

Sashkin, M. and Kiser, K. (1993). Putting total quality management to work. San Francisco:
Berrett-Koehler.

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