klm's rebel turnaround team 2012-2014
hi, i am rebella
people who say it cannot be done, should not interrupt those who are doing it
hi ! welcome behind the scenes. this is the story about how klm’s rebel turnaround team broke the deadlock and made a huge impact. at KLM royal dutch airlines, operations and commercial could not agree on how to shorten the turnaround without increasing the costs. the topic was in a deadlock situation for years. the topic landed on my desk. this was the start of a never-toforget adventure. i created a team of rebels, people who daily worked in the different processes of the turnaround. they made this such a success. many things that we have learned along the way are the foundation for my approach to innovation nowadays. it was especially inspiring to feel and see the power of such an incredible team. reBella simone van neerven
hi, i am rebella
turning around aircrafts – all processes to make a plane ready for take off again after landing – is an airline’s core operational business. the shorter the turnaround, the more the plane can fly. within just a couple of months we implemented a new design: from a 50 to a 35 minute turnaround for the embraer fleet. no investments needed, and klm’s business model for european flights turned from a loss to a profit (worth ± 100 mio euro).
hi, i am rebella
discover the juicy insig took to make all preparation, the road create the redesign
ghts about the steps we of this happen. the dblocks, the week to n, and the aftermath
innovation is having your head in the clouds ...
... and keeping your feet on the ground at the same time reBella |
9
for an airline, their most expensive assets are planes
planes need to fly ... the less time on ground, the better reBella | 11
early 2012, KLM's embraer 190 turnaround time was 50 minutes (time from arrival at the gate to pushback)
for years KLM's COO Pieter Elbers was very clear 'turnaround times can and should be shorter!' reBella | 13
however, there was no alignment between the operations and commercial team
to break this deadlock situation it required a different approach and great leadership reBella | 15
not a traditional 'weekly meeting' project approach but a 4-full day session with a dedicated team
a team of representatives for every involved process ... and no managers allowed ! reBella | 17
the no-go areas need to be clear upfront to prevent solutions that are unacceptable
the responsible executive leaders are challenged... no specific goal, just trust the team and the approach reBella | 19
the leaders just kick off the week and support all solutions presented in the report out
all preparations done ... we are ready for take off ! reBella | 21
day 1: kick off by the responsible executives where the team learns the importance of the project
we free up the minds with an inspiration talk about the rebellious birth of KLM's social media hub reBella | 23
we explore all kinds of sources for inspiration
and we discover what others are doing reBella | 25
to create a common understanding, all team members share on a high level their role in the turnaround
day 2: we map the current turnaround process reBella | 27
every activity is discussed in detail catering, cleaning, boarding, cabin crew, cockpit crew
fuel, bagage delivery, loading and unloading, technical check, aqua services, and pushback reBella | 29
in total we discuss and thoroughly map 13 processes
after a long day, we have a detailed overview of the current state, including all painpoints reBella | 31
day 3: let's shake things up with a provoking question 'what if we have just 20 minutes for the turnaround?'
the team gets inspired and starts to write down many ideas reBella | 33
lots of great ideas most of them are pretty realistic !
the ideas are used for solutions for both 'above the wing' and 'below the wing' processes reBella | 35
all action plans are challenged and get a reality check
we check to ensure we comply with all safety rules and we calculate potential savings reBella | 37
day 4: we finetune the action plans and practice the report out
we do some last minute fact checking to ensure the ideas are realistic and do-able reBella | 39
we wait for all involved managers to arrive to the report out, including Pieter Elbers who freed up his agenda
here we go ... to wake everyone up we show how a 20 minute turnaround could work reBella | 41
however, a 20 minute turnaround is only possible if some of the 'no-go' boundaries are crossed
therefore, the team also shows a 35 minute turnaround which is more realistic and do-able reBella | 43
the team presents 14 action plans and support each other when needed
all team members are very confident it can be done Pieter Elbers gives a 'go' and his full support reBella | 45
the commercial team is happy... no investment needed and it frees up an entire aircraft worth 30 million euros
the very first test in real life 27m45s ... showing that it is indeed possible ! reBella | 47
an ideal turnaround looks like this
but it is not always the reality ... we do not give up and we keep on trying reBella | 49
daily, we test and evaluate we learn a lot and improve step by step
after weeks of testing, we are ready for implementation in the winter schedule of 2012 reBella | 51
Pieter Elbers is very happy and proud of the team !
on average every embraer is almost 30 minutes longer up in the air every day reBella | 53
this also has a major impact on crew efficiency leading to a great positive financial impact
the project is a key pillar for 'transform 2015' KLM's 1 billion euro cost saving program reBella | 55
over and over, Pieter Elbers shares the story to inspire everyone that great things can be done
that year the team wins KLM's innovation award we celebrate together ! reBella | 57
with a 40 minute turnaround time, the fokker 70 is not interchangeable with the embraer 190
the team meets again and defines a plan to shorten the fokker 70 turnaround time to 35 minutes reBella | 59
the success leads to a paradigm shift within KLM by working together great things can be achieved !
a movement starts and the turnaround times of other aircraft types are investigated and reduced reBella | 61
many lessons learned ... the team is everything !
employees have so many great ideas key is to bring them together in the right context reBella | 63
taking the time for a good dialogue creates deep understanding and mutual respect
collaboration is crucial for success as well as having lots of fun together reBella | 65
teams with a big, challenging, common goal break down silos and reach the unimaginable
dare to dream big ... screw it let's do it ! reBella | 67
68
in my youth i loved to watch pippi longstocking. she always said “i have never tried that before, so i think i should definitely be able to do that". and oh boy, i cannot agree more ! first of all, i would like to thank everyone who has been involved in this awesome adventure. it was a great pleasure to work with so many talented and enthusiastic people. we could not have done this without the full support and trust of Pieter Elbers. we have learned many great leadership lessons that are very insightful and an inspiration on how to get things done. also big thanks to Adriaan den Heijer, Boet Kreiken and Anja Teeuwen for their support to make this a reality. without them the implementation would never have happened. furthermore, without the energy, enthusiasm and 'can do'-mentality of Menno Damen (my co-facilitator) and Odette Wagemans ('invisible driver' of this initiative), this would never have been possible and so much fun at the same time. you guys rock !
hi, i am reb69ella
reBella a catalyst for innovation
energising. hands on. effective. empowering. fun. mail me at rebella@neerven.com connect with me on linkedin subscribe to my youtube channel follow me on instagram check out my website