This blessed time is a time of huge pressure. We work in urgent charters and make money on doing professionally high-risk work. More orders =more risks = more stress.
I see this period as a test of our internal management system. Is it strong enough to stay effective with 300% loading?
My personal responsibility is to catch small glitches that slow down our system and eliminate them. Cause the devil is in detail!
OPSEach urgent flight requires lots of small actions: confirming, chatting with the crew, team, and Clients, dealing with documents, checking NOTAMs, weather, contacting handlers… If we have a few flights at the same time, it’s a rush because too many actions have to be done at once. That’s huge stress which can lead to mistakes.
For such cases, we have developed an algorithm with a step-by-step action plan. When everything is on fire, you don’t waste time thinking, you act!
My advice to our OPS is first to take a deep breath. Then take the algorithm and follow it through. Stifle emotions and prioritize.
“What is No1 at the moment?” This should be the main question.
Take an example: 2 flights are departing approx at the same time. According to the algorithm, action number 1 is to inform the crew. Which criteria should be used for prioritizing? The flight departure should be managed first. So, OPS informs the No1 crew, and then informs the crew No2, then goes for action #2 for the flight No1, then No2.
There might be a hundred such small actions and each time OPS should prioritize according to specific criteria. Everything relies on logic and a consistent approach.
I want you to realize the importance of small details: usually, we depart an hour and a half after order confirmation. Clear instructions and the ability to prioritize is the key to qualitative flight management.
Such simple things help a small team to manage lots of flights due to increased effectiveness.