The whole of an airline’s operations (flight, ground, technical) is characterized by complex and global processes. One example is the aircraft turnaround between two flights. Dozens of activities like fueling, de-boarding/boarding, catering, cleaning etc. take place in parallel or in sequence. Our goal at Lufthansa is to achieve operational excellence and therefore continuously improve our processes. Not only will this mean higher quality for customers (higher punctuality), but higher production efficiency. As Celonis delivers a digital twin for parts of our organization, it is an integral part of our continuous process improvement program. This session will focus on: • Setup for our “ground operation / operation steering” and “technical operation” processes • High-level organizational set-up • An agile way of work • Challenges we experienced • Our ongoing transformation and continuous improvement process • Improvements in passenger quality Intended audience: • Interested in transformation of organizations with complex processes • Interested in process mining for operational processes • Interested in newly connected processes to Celonis • Interested in an agile way of work Presenter: Mr. Philipp Grindemann, Head of Business Development & Project Management, Lufthansa

1. PROMOTE
PROcess Mining for OperaTional Excellence
Philipp Grindemann
Head of Business Development & Project Management
Lufthansa CityLine GmbH

2. lufthansa.com
customer
satisfaction

3. lufthansa.com
>280destination
s
high complexity
worldwide processes
>100countrie
s
≈12.500flights per
week

4. lufthansa.com
growing capacity
constraints

5. lufthansa.com
PROcess Mining
for OperaTional
Excellence
 Integrated continuous improvement
process – “digitized lean”
 Agile way of work
 Automated comparison:
reference  real process

6. Our continuous improvement process (CIP) approach
P
DC
A
Transparency // root-cause analysis
Efficiency
Continuous improvement
process:
 Identify improvement potentials
 Quantify potentials
 Identify counter measures
 Prioritize
 Implement measures
 Monitor and control
Operational
Excellence

7. Our continuous improvement process (CIP) approach
P
DC
A
Transparency // root-cause analysis
Efficiency
Teamwork:
Operational
Excellence

8. Our continuous improvement process (CIP) approach
P
DC
A
Transparency // root-cause analysis
Efficiency
Agile way of work:
 Check-In to align and prioritize potentials
 Sprints with a duration of 2 weeks
Operational
Excellence

9. lufthansa.com
Ground
operation
Technical
operation

10. lufthansa.com
ID Flight # + date
Increase punctuality
Parallel processes
Use case examples
 First flight of the day right
 Turn around bottlenecks
 Benchmarking

11. lufthansa.com
ID Requested part
Increase A/C
availability
High complexity
Multiple process
triggers
Use case examples
 First flight of the day right
 Supply chain optimization
 AOG-time reduction

12.  Hubs
 Fleet / Division
 Timeframe
First flight of the day right (FFOD)
High-level perspective:  Intercontinental /
Continental flights
 …
 Position (Apron/Gate)
 Subfleet
 Daytime
Analysis on sub-process level (e.g.
boarding):
 Transparency of actual process
 Comparison to reference model
 Identification of the critical path
 Filter on root-cause
 Destinations
 Contractors
 …
Filter dimensions:
Process level:
End-to-end view
Technical operation
Aircraft provisioning
Ground operation

13. Processes Functionalitie
s
Thank you very much for your attention
Engineering
processes