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 develop an understanding of how this information can be organised to enable disruption monitoring and control, and act as an anchor for decision making that includes their quantitative and qualitative aspects. We will first look at the state of current information systems, explain why they cannot provide more comprehensive information about operational changes and describe what information airlines need to better cope with problems associated with disruptions. By building the system knowledge about the volume and causes of deviation from planned operations, airline executives will be able to better connect with reality and understand what needs to change to ensure better performance at a lower cost.
