Suvarnabhumi Airport Development

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Suvarnabhumi Airport Development
Case study for foreign airports ORAT
( ORAT. IlI )
June. 4, 2004
KOICA(NESDB)
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Review of ORAT s failure case
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Review of HKs airport ORAT
- PROBLEMS encountered on airport opening
date 22 problems emerged as follows (1)
Air Cargo Facilities (main problem computer
sys.) (2) Flight Information Display System
(FIDS) (3) Access Control System (ACS)
(4) Baggage Handling System (BHS) (5)
Aircraft Parking Aids (6) Air-bridges (7)
Delay in flight departure and arrival (8)
Baggage Handling by Ramp Handlers (9) Missing
TARMAC Buses (10) Parking of planes
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- PROBLEMS encountered on HKs airport opening
date 22 problems emerged as
follows(continued) (11) Water Supply
(12) Air Conditioning (13) Public
telephones (14) Mobile phone networks
(15) Mobile Radio (16) Escalators (17)
Direction Signs (18) Slippery floor (19)
Water, Power and Staff resources at restaurant
(20) Automated People Mover (21) Bus
Passenger drop off at PTB Level 3 (22)
Cleanliness and refuse collection
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Review of HKs airport ORAT
- Main PROBLEMS are related to SYSTEMs (1)
Air Cargo Facilities (major problem computer
sys.) (2) Flight Information Display System
(FIDS) (3) Access Control System (ACS)
(4) Baggage Handling System (BHS) (5)
Aircraft Parking Aids (6) Air-bridges (7)
Delay in flight departure and arrival (8)
Baggage Handling by Ramp Handlers (9) Missing
TARMAC Buses (10) Parking of planes
System
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- Minor PROBLEMS are mainly FACILITY as
follows (11) Water Supply (12) Air
Conditioning (13) Public telephones
(14) Mobile phone networks (15) Mobile Radio
(16) Escalators (17) Direction Signs
(18) Slippery floor (19) Water, Power and
Staff resources at restaurant (20) Automated
People Mover (21) Bus Passenger drop off at
PTB Level 3 (22) Cleanliness and refuse
collection
Facility
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Review of HK airport ORATs main problems
- PROBLEMS encountered on airport opening
date 22 problems emerged as follows (1)
Air Cargo Facilities (2) Flight Information
Display System (3) Access Control System
(4) Baggage Handling System (5) Aircraft
Parking Aids (6) Air-bridges (7) Delay in
flight departure and arrival (8) Baggage
Handling by Ramp Handlers (9) Missing TARMAC
Buses (10) Parking of planes
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Review of HKs major ORAT problems
- Currency Exchange Rate in July 1998 1 USD
7.661 HK 41.60 Baht HK 4.6 billion ( 600
million USD 25 billion Baht)
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1-1. Cargo Problems
- Hundreds of trucks have been stalled at Hks
airport cargo terminal because new cargo computer
system was deleting shipment record (Computer
Bugs) - Goods were being trucked 30km to
Kai-Tak airport to re-use the previous computer
system - Aircraft are no longer able to land
at the old airport, which switched off its lights
-Hong Kong Air Cargo Terminals Ltd (HACTL)
announced a four-phase recovery PLAN on July
16th, 1998
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1-2. Cargo Problems
phase 1 from July 19th 1998,
recovering 50 of the projected daily
tonnage. Phase 2 by end of July 1998,
recovering 75 of daily tonnage. phase 3
from mid-August 1998, recovering 100 of both
imports and exports at 2 airports. phase
4 by the end of August 1998, 100 cargo
operation at the new airport . - Hong Kong
government had full confidence on HACTLs
performance because HACTL had a proud record of
success for over 20 years. As a result,
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1-3. Cargo Problems
government did not closely monitor the lack
of progress and the performance of HACTL. -
HACTL had no concrete contingency plans for
serious breakdown . HKs Government
underestimated repercussions arising from a
breakdown of cargo handling service on airport
opening date. - The 20 factors had
interacted with each other in causing the
problems. These are Computer bugs, massive
variation of flight schedule, dust contamination,
dolly quantity, interface FIDS FDDS and etc.
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2-1. FIDS Problems
- The BREAKDOWN MALFUNCTIONS Blank
FIDS monitors and inoperable LCD displays
FIDS( Flight Information Display System)
Missing and incorrect FIDS information
Gate change announcements not displayed on FIDS
monitors - SYSTEM DEVELOPMENT PROBLEMS
The Project Division of HK Airport
Authority(Similar to NBIA) is the main point of
FIDS contract . Staff of Management Division(like
AOT) who were the end user of FIDS, only began
their direct involvement in the FIDS project
several months before airport opening.
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2-2. FIDS Problems
- 14 months were taken for redesign
rewriting the specification to be finalized and
agreed upon between Authority and Contractor.
Number of Scope changes from 36 to 84 ( Over
900 changes in specification). Contract
Period June 1995 June 1998(3 years) -
COMMISSIONING PROBLEMS The HK Airport
Authority(AA) had assured the AA Board and
ADSCOM(Airport Development Steering Committee)
that FIDS was stable and ready for use on opening
date and that the reliability was 98.7
available. However FIDS had been down for 9 of
the time during the continuous test run.
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2-3. FIDS Problems
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3. Security Problems
- Malfunction of the Access Control
System(ACS) resulting in blockages and delays for
both departing and arriving aircrafts.
Access control is a legal security requirement
and if there is no system available, airport
operations would essentially have to cease. -
Until late Nov. 1998, the ACS is still not fully
functional and some doors are still manned by
security staff. - Identification Cards could
not issued on time and decision making to use
Chinese character took several months.
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4. Ramp Handling Problems
- Insufficient supply of dollies - Lack
of information in relation to aircraft, including
flight arrival and departure details and the
respective parking bay - Confusion of the
relevant cargo terminals to which cargo should be
delivered - Misdelivery of baggage to cargo
terminals and vice versa - Inability to
deliver perishable cargo to relevant cargo
terminal expeditiously - Delay in
disembarkation of arriving passengers -
Mishandling or delay of incoming, transfer and
out-going baggage.
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5. Baggage Handling System Problems
- The state-of -the -art baggage handling
system continued to be the focus of complaints as
suitcases were mis-directed in the massive
terminal. - Some bags(max. 2,000 at the first
opening day) remained to be cleared. People
spent the night on the floor of the customs area,
refusing to leave after their baggage was lost
inside terminal. - The computer bugs also
disrupted baggage collection.
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6-1. Other Problems
AIR- BRIDGE PROBLEM
Technical problems with 4 air-bridges cause many
passenger to be stuck inside planes for several
hours and to board the planes by old steps truck
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6-2. Other Problems
Substandard public facilities and composite
problems - Problems with electricity and
water supplies plagued the main terminal
building. - Delay in flight departure and
arrival information boards were blank and
aircraft gate assignments tangled . missing
the connection flight - Passengers complained
a lack of signage - The guidance
system(VDGS)which tells a pilot when to stop is
faulty. Cathay Pacific 747 hit airbridge
after failing to stop in time.
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Internal Problems
ORGANIZATIONAL PROBLEM - There were
internal organizational problems with in AA. It
is almost common knowledge the working
relationship between Project Division (PD) and
AMD(Airport Management Division) is something
more than what can be competition and internal
rivalry. CORRUPTION SCANDAL - Several
investigations have been underway into chaotic
opening by the Legislative Inquiry Council and
etc. - ICAC(Independent Commission Against
Corruption) has charged many people
relation with bribes, falsifying documents and
etc.
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Review of HKs airport opening date
MAKING OF AIRPORT OPENING DATE DECISION -
Original plan June 1997 OPENING (approx. 7-
year project) Airport Authority (AA)founded
on April 1990 planned - Revision 1 April
1998 OPENING ( 8- year project) Hong Kong
Government announced on June 1995 - Final
Decision July 1998 OPENING ( 8- year project)
ADSCOM(Airport Development Steering
Committee) announced it on Jan. 1998, 6 months
before Airport opening. It will be irreversible,
once announced
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Review of HKs major organizations
- ADSCOM (Airport Development Steering
Committee) - Composed of eight senior
Government officials who were mostly Bureau
Secretaries - For significant policy issues,
final and collective decisions are taken by
ADSCOM (include airport opening date decision)
- To review the general progress and budge .
Similar to Suvarnabhumi Airport Development
Committee - AA (Airport Authority) -
Responsible for providing, developing, operating
and maintaining HKs new airport. - AA Board
shall consist of 815 members. Similar to
NBIA AOT
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Review of HKs major organizations
- CAD (Civil Aviation Department) - The
provision of air traffic control, flight
information, air alerting service and air/sea
search and rescue for all aircrafts operating
within the airspace. - The issue of Aerodrome
License to the AA. Similar to AeroTHAI
(Aeronautical Radio of Thailand) - NAPCO (New
Airport Project Co-ordination Office) - To
co-ordinate the 10 core ACP projects - ACC
(Airport Consultative Committee) - a
consultative body to the Government with no
executive function - Others - Some
Government Bureau and Departments(Customs..)
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Relationship among organizations
- No good relationship no credibility -
ADSCOM did raise concerns on ORAT and opening
date, and wrote to the AA Board to express
progress delay and system integration . - AA
Board replied and concluded that the Airport
could be ready to open for safe, smooth and
efficient operation on the last week of April
1998. - NAPCO assessed that the continued
systems delays and operational problems
represented real risk to smooth airport
operation. - ADSCOM continued to make their
decision without waiting for the final
recommendation from the AA, to open 6 July 1998,
being a Monday when air traffic be lighter.
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Relationship among organizations
- No good relationship no credibility
(continued) - AA Board kept assuring the
ADSCOM that they were making good progress and
should be ready for Opening Date. And two papers
were submitted by the AA Management to provide
ADSCOM for confirmation. - NAPCO report to
ADSCOM that there were ample indications that the
new airport was not ready for opening - ADSCOM
had repeatedly expressed dissatisfaction over
AAs delays and slippage - It was the
question that the AA deliberately lied to
ADSCOM. - The snowball effects on the above
matters created serious confusion and chaos on
the airport operation
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Review of ORAT s successful case
Incheon International Airports successful factors
MANPOWER
IIAC Incheon International Airport Corp.
EQUIPMENT MATERIAL
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Review of SAs ORAT
1. MOT should review total progress(NBIA Project
AeroTHAI, etc)and finally confirm Airport
Opening Date
2. MOT should get NBIA fully involved in ORAT
activities and harmonize it with AOT
3. The merger team (AOT NBIA) should work with
other entities.
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Conclusion and Recommendation
- All inter-organizational activities should be
conducted with maximum transparency,openness and
credibility to avoid misleading and inadequate
communication. - Even if the AIRPORT
OPENING DATE (AOD) had been announced, it should
inevitably be subjected to one time postponement
in the light of actual progress. - Intensive
checks for major systems Critical system for
Safety , Security Efficiency should be checked
first of all, by related Thai government and
foreign experts.
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Conclusion and Recommendation
- SAFETY , SECURITY EFFICIENCY Safety (
Air Traffic Control Tower and Radar system etc.)
System should be completed on time to obtain the
Aerodrome License and maximum safety.
Security ( Airport Access Control System
Baggage Screening System) System is a legal
requirement and if there is no system available,
airport operations would have to cease.
Efficiency ( Flight Information Display System,
Baggage Handling System) Systems is essence for
operational service
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Conclusion and Recommendation
- Most of the problems, with the exception of
that in regard to the SYSTEMS, can be
successfully dealt with within 2 months after
Airport Opening Date 88 of airport users
were satisfied with the services and facilities
at HKIA according to an opinion survey in
Sep.1998. - All contingency plans should be
regularly reviewed, updated and promulgated. -
Close monitoring should be given to private
investors Projects and over-confidence for
their performances.