ABSTRACT
So far we have described the disruption problem across the industry, and have started to ‘clear the way’ towards improvements in operational performance. We have defined disruption properties – events, costs and their tangible and intangible causes. In this chapter, we will explain how this information should be organised to create tools for disruption monitoring, control and decision making, taking into account their quantitative and qualitative aspects. We will first look at the status of current information systems, explain why they cannot fulfil management needs for more comprehensive information about operational changes, and describe the basic requirements for system information and its main components. Problems associated with data accuracy will be tackled next, followed by a description of the intangible aspects of disruption information management. Finally, the chapter concludes with a summary of the benefits that the concept of disruption loss management can bring to airlines. By building the system knowledge about the volume and causes of deviation from planned operations, airline executives will get a better insight into its weaknesses, and will be able to monitor the results, prioritise decision, and coordinate improvement actions.
