Design educators and industry partners are critical knowledge managers and co-drivers of change, and design graduate and post-graduate students can act as catalysts for new ideas, energy, and perspectives. In this article, we will explore how design advances industry development through the lens of a longitudinal inquiry into activities carried out as part of a Dutch design faculty-industry collaboration. We analyze seventy-five (75) Master of Science (MSc) thesis outcomes and seven (7) Doctorate (PhD) thesis outcomes (five in progress) to identify ways that design activities have influenced advances in the Dutch aviation industry over time. Based on these findings, we then introduce an Industry Design Framework, which organizes the industry/design relationship as a three-layered system. This novel approach to engaging industry in design research and design education has immediate practical value and theoretical significance, both in the present and for future research. https://doi.org/10.1016/j.sheji.2019.07.003 LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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The airline industry is one of the most affected by operational disruptions, defined as deviations from originally planned operations. Due to airlines network configuration, delays are rapidly propagated to connecting flights, substantially increasing unexpected costs for the airlines.
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On-time departure performance is important for airlines that seek the highest satisfaction of their passengers. The main component of achieving on-time departure is being able to complete the turnaround operations of an aircraft within the scheduled time. To address this problem, the present paper examined planning and scheduling of turnaround operations in the low cost airline industry. A mathematical model, named 'TurnOper_LP' was developed for a low-cost Turkish airline to identify the critical path of turnaround operations and the optimal turnaround time. The results of the model in terms of optimised turnaround times are then analysed and an example of schedule of turnaround operations is presented.
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In large organizations, innovation activities often take place in separate departments, centers, or studios. These departments aim to produce prototypes of solutions to the problems of operational business owners. However, too often these concepts remain in the prototype stage: they are never implemented and fall into what is popularly termed the Valley of Death. A design approach to innovation is presented as a solution to the problem. However, practice shows that teams that use design nevertheless encounter implementation challenges due to the larger infrastructure of the organization they are part of. This research aims to explore which organizational factors contribute to the Valley of Death during design innovation. An embedded multiple case study at a large heritage airline is applied. Four projects are analyzed to identify implementation challenges. A thematic data analysis reveals organizational design, departmental silos, and dissimilar innovation strategies contribute to the formation of, and encounters with, the Valley of Death. Arising resource-assignment challenges that result from these factors are also identified. Materialization, user-centeredness, and holistic problem framing are identified as design practices that mitigate encounters with the Valley of Death, thus leading to projects being fully realized. https://doi.org/10.1111/dmj.12052 LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/
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This chapter gives an explication of the way in which the airline industry performs and reports on Corporate Sustainability and Responsibility (CSR). The connected case study (see Chap. 11) uses Air France-KLM as example. It becomes clear that airlines’ attitudes towards CSR depend on their geographic location, business model, and business performance. Their reporting on CSR is generally of lower quality and mainly relates to environmental issues, while social and ethical issues are apparently either considered of lesser importance or are more difficult to operationalise. Concerning the environmental impact, for example, it appears that airlines with a green public image tend to score low on a climate change index. This finding evokes concern that airlines might use CSR reporting mainly for PR purposes. This chapter includes a section on ethical reflection on CSR in the airline industry and concludes that a more fundamental approach to the issue of unsustainable growth of aviation, restricted volume growth, needs active and robust government guidance and cooperation with the airline industry.
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This case study provides an analysis of the way in which a leading airline company in the world, Air France-KLM, applies Corporate Social Responsibility (CSR) within its business activities. The analysis is based on a conceptualisation of the term itself and the policy of and activities performed by the company. Other companies in the airline industry regard the Air France-KLM as a ‘good practice’ since it acts in an exemplary way on the integration of sustainability in the three major domains of CSR: economy, people and environment. It caters for environmental protection, customer experience, responsible human resources and local development. A challenge remains for the whole of the airline industry: to reconsider the very purpose of their business and start working on CSR 2.0. In CSR 2.0 sustainability, scalability, responsiveness and ‘glocality’ become part of an airline’s very DNA and are not regarded mere ‘defensive’ measurements for satisfying the ‘customer’ and politics.
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KLM Royal Dutch Airlines has been a forerunner of the airline industry since 1919. As the oldest operating airline to date, the company aims to become innovators of today. This paper proposes an addition to the KLM transformation projects: Moving Your World, The Digital Transformation, and The KLM Real Estate Vision. This addition is a concept for ‘The Winning Way of Working,’ which aims to create a holistic workplace design; one where KLM employees are able to experience flexible and customizable environments, disconnection between colleagues and locations is reduced, and health benefits of vegetation in work environments are promoted.
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The decarbonisation of the aviation industry requires strict regulation to align with the EU Green Deal, which aims to make the EU the world’s first climate-neutral region by 2050. EU regulations continuously evolve and impact the key performance indicators (KPIs) used to measure progress towards this ambitious objective. Supported by the Marie Skłodowska-Curie Actions (MSCA) programme, the AZERO project assesses airline reduction commitments to achieve net-zero carbon by 2050. It uses an interdisciplinary approach to map greenhouse gas (GHG) KPIs, evaluate actions taken, and simulate traffic scenarios to estimate feasibility using the System Dynamics method for the timeframes of 2030, 2040, and 2050. This advanced simulation method uses real airline emission data and environmental, social and governance (ESG) report commitments.
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Bird strikes, a risk factor in the aviation industry, are a common problem in certain states of the USA, while they are extremely rare in other states. Similarly, the seasonal distribution of bird strikes is not proportional. This situation poses an unfair situation in the aviation insurance of airline companies in terms of routes taken. The current study, detecting a literature gap related to the principal-agent problem within the aviation sector, evaluates the possible differences in aviation companies' insurance costs, assuming bird strikes are spatially and temporally analyzed in the US, and airline companies are provided with complete information regarding bird-strikes. In this research, QGIS software served in spatial model mappings. In terms of the threshold value, the study results show that making bird-strike insurance aircraft in twenty-one states which were below the threshold value increased the aviation costs of these airline companies, while in the remaining twenty-nine states, non-insurance raised the cost. In this context, as of 2022, it has been determined that not paying an extra premium for bird strikes in twenty-one states below the threshold value will create efficiency, while expending an above-average insurance premium in twenty-nine states and the District of Columbia above the threshold value will create efficiency. The research seeks to answer the following question: Is it fair for airlines operating on routes with low or high bird strike risks to pay the same amount of insurance cost?
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