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Effectively using crews through reserve, deadheading, and layovers if necessary
Offering solutions that will bring a quicker return to normal operations
"The benefits go far beyond dollars. The improvement of our operations from passenger & crew perspectives is the most important benefit. It fits seamlessly into our operations & our overall strategy for dealing with disruptions. ...Thanks to these technological advances which take full advantage of operations research, the future for crews & passengers is brighter than before" - Continental Airlines
Is not an expert system, giving one definitive solution; it gives multiple (3) solutions based on up-to-the-minute system data. Crew schedulers work with this information and their knowledge base to make the ultimate scheduling decisions
Outlines important factors that must be considered in decision-making process and makes information (crew impact, cost, overall disruption) more quickly accessible
(Ideally) helps crew managers determine best solution based on both financial and quality-of-life factors
Recovery Suite in Practice September 11 th , 2001 Delays of major airlines Date % Continental Airlines estimates use of the CrewSolver system after the September 11 th attacks saved the company approximately 29 million dollars. For all of 2001 Continental Airlines estimates use of the CrewSolver system saved the company approximately 40 million dollars. Northwest Southwest Delta American Continental
CALEB Technologies. (n.d.). CALEB CrewSolver System [Brochure]. Retrieved March 5, 2010 from http://www.e-optimization.com/resources/uploads/CrewSolver_for_PDF.pdf
CALEB Technologies. (n.d.). Optimization power tools for operations planning and recovery [PowerPoint slides]. Retrieved March 5, 2010 from http:// www.agifors.org/document.go?documentId =1221&action=download
Kabbani, N. and Thengvall, B. (2002). The New CALEB Technologies [PowerPoint slides].Retrieved March 5, 2010 from http://www.agifors.org/document.go?documentId=1193&action=download
Mintzberg, H. and Westley, F. (2001). Decision making: It’s not what you think. MIT Sloan Management Review, 42(3). 89-93.
Power, D. J. (2001). Why are transportation problems popular applications for DSS? , DSS News, 2(9). Retrieved March 4, 2010 from http://dssresources.com/newsletters/26.php.
Ravindran, A. R., Ed. (2008). Operations Research and Management Science Handbook. Boca Raton, FL: CRC Press.
Yu, G., et. al. (2003). A new era for crew recovery at Continental Airlines. Interfaces , 4(1), 5-22.
Yu, G. and Xiangtong, Q. (2004). Disruption Management: Framework, Models and Applications . River Edge, NJ: World Scientific Publishing Co., Pte. Ltd.