airports -
a case study of process challenges and
opportunities in developing employee
acceptance
Master’s Thesis 30 credits
Department of Business Studies
Uppsala University
Fall Semester of 2020
Date of Submission: 2021-01-08
Jodie Katja Säther
Ht 2020
Abstract
This study aims to explore the development of employee acceptance and process challenges and opportunities that surface when new technologies are introduced in a workplace environment. In the case of the implementation of automated vehicles, this study was conducted in close relationship with the organisation. In particular, we investigate employee acceptance and process challenges with an assistance of an analytic model, TAPA, built on the theoretical framework of trust, practice theory and Technology Acceptance Model (TAM), which is supported with trust and practice theory to form a comprehensive framework.
The study stands on the philosophy of engaged scholarship and uses qualitative material from an exploratory case study, interviewing 22 respondents in order to cover an extensive part of the processes and practices affected by this implementation. Interestingly, the empirical data suggests that developing employee acceptance and combating process challenges and harnessing opportunities are not separate subjects, but streams in the same river. Therefore, to develop acceptance, the organisation would also need to work through the process challenges the respondents warrants action.
Keywords: acceptance, legitimate peripheral participation, trust, practice theory, process
Ht 2020 TABLE OF CONTENT
1 WHEN AUTOMATED VEHICLES INTERACT WITH HUMANS 4
INTRODUCTION 5
PROBLEM STATEMENT 6
RESEARCH QUESTION 7
PURPOSE 7
2 THE ROLE OF TECHNOLOGY ACCEPTANCE, TRUST, AND PRACTICE THEORY 8
TECHNOLOGY ACCEPTANCE MODEL, TAM 8
TRUST 11
PRACTICE THEORY 13
LEGITIMATE PERIPHERAL PARTICIPATION, LPP 15 ANALYTIC MODEL – Theory of Automation Process Acceptance, TAPA 16
3 TO TELL ABOUT ACCEPTANCE AND PROCESS – METHODOLOGICAL CONCERNS 18
INTERPRETIVE SOCIOLOGY AND MICRO MACRO INTEGRATION 18
RESEARCH STRATEGY AND DESIGN 20
DESCRIPTION OF THE CASE 21
The field division 22
The ground handling division 22
DATA COLLECTION 23
DATA ANALYSIS 26
QUALITY OF THE STUDY 26
4 EMPLOYEES PERCEPTION OF AUTOMATED VEHICLES 28
ADJACENT OPERATIONS – SAFETY OFFICERS AND AIR TRAFFIC CONTROLLERS (G1) 28
Employee acceptance 28
Process challenges and opportunities 29
FIELD OPERATION – ADMINISTRATORS (G2) 32
Employee acceptance 32
Process challenges and opportunities 34
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Employee acceptance 36
Structural challenges and opportunities 37
GROUND HANDLING - ADMINISTRATORS (G4) 37
Employee acceptance 37
Process challenges and opportunities 38
GROUND HANDLING – BAGGAGE HANDLERS (G5) 40
Employee acceptance 40
Process challenges and opportunities 41
SUMMARY OF EMPIRICAL FINDINGS 42
5 CREATING ACCEPTANCE AND PROCESS CHALLENGES TO CONSIDER 43
OPPORTUNITIES - TECHNICAL FACTORS 46
OPPORTUNITIES - TECHNICAL AND PRACTICE FACTORS 47
OPPORTUNITIES - PRACTICE FACTORS 48
Cluster 1 48
Cluster 2 49
OTHER ASPECTS 50
6 IMPLICATIONS ON ACCEPTANCE AND FUTURE RESEARCH 51
REFERENCES 53
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LIST OF FIGURES Page
Figure 1. Davis et al., (1989) Theory of Reasoned Action (TRA) 9
Figure 2. Davis (1989) Technology Acceptance Model (TAM) 10
Figure 3. Pavlou (2003) TAM complemented with the factor trust and perceived risk 11 Figure 4. Initial Theory of Automation Process Acceptance (TAPA) 17 Figure 5. Ritzer (2008) Interactions between different levels 19 Figure 6. Prioritised areas for maintenance on Bromma Airport 22 Figure 7. Revised Theory of Automation Process Acceptance model (TAPA) 44
LIST OF TABLES Page
Table 1. Population sample with work description 25
Table 2. 11 factors from the empirical finding 46
Table 3. The Practice group with factors in two clusters 48
GLOSSARY
PU – Perceived Usefulness PEU – Perceived Ease of Use
TAPA – Theory of Automation Process Acceptance LPP – Legitimate Peripheral Participation
GH – Ground handling division IT – Information Technology OS – Organisation studies
Ht 2020
1 When automated vehicles interact with humans
INTRODUCTION
What a thrill with new technology! In our history, there is a constant flow of emerging technology. Currently, we are in a period of movement toward more technologically automated processes. However, when implementing emerging technical solutions, tension is created between the old structure and the new technical structure within the institution. In the shift we are facing towards further automation, actions must be taken on different levels. I say further automation to emphasise that this process is the present in a continuum, containing past automation shifts as well as future shifts. Past automation progress in Sweden range from pulp manufacturing and ore mining to safety match production and textile industry. Automation creates increased number of activities without human interaction. An automated vehicles process liberates the driving process of human interaction. This study will consider the particular case of automated vehicles.
These vehicles create a range of possibilities that is hard to fathom, and even from the first cars that set off the red flag act in Britain, the technological innovation was curbed for decades (Judd, 2005). Automated vehicles have the range to facilitate in business as well as public service. Automated vehicles have been shown to facilitate elderly persons to retain their independence in travelling and make logistics run effortlessly. However, this study will focus on the area of airport automation processes.
Ht 2020 completes UK’s first autonomous airside vehicle trial.,” 2018). Last year, at Christchurch airport, the Ohmio LIFT™, a shuttle vehicle, went through its second phase of trials (NZ-made
driverless vehicle joins Christchurch trial, 2018). With the Yeti project in Norway, the airport
operator Avinor collaborated with Swedish technology giant Semcon and the snowplough specialist Overaasen to use autonomous vehicles for Nordic winter conditions (Radley, 2018).
PROBLEM STATEMENT
Autonomous vehicles are passing over our doorsteps into our homes and our workplaces voluntarily – and sometimes involuntarily. Often, changes such as these are not by one's own choice but are instead pushed top-down in the organisation. It begs the question: What will change, and will it be for the better? and for whom will it be better? Moreover, Brynjolfsson and McAfee (2016, p. 182) argue that "machines are more likely to complement humans rather than substitute for them." Humans bring creativity, and it is pertinent to recognise the value employees in practice hold (McAfee and Brynjolfsson, 2017). With research and development focusing on new technology, it is crucial to attract attention to the intended users of the technology. Subsequently, to retain high work performance, user acceptance for new technology needs to be taken into consideration (Davis et al., 1989). It could be salvaged through nurturing the dialogue between employees and the technology and in particular, making inquiries regarding the needs of employees to be able to soundly operate the technology. Speier and Venkatesh (2002) show that even with a positive attitude towards automation in the early stage, attitudes can shift after just a couple of months. The individual´s acceptance of technology plays a central role in explaining this phenomenon.
Ht 2020 Specifically, what could work as catalysts for trust and acceptance on an individual level, as well as societal? Following the implementation of new innovation over time to make adjustments and work interchangeably within the organisation can create a favourable outcome. Therefore, it becomes of interest to explore what happens when the robot is not a ten-kilo disc or have clear, isolated areas to their specific purpose. How do we combat issues of acceptance when the vehicle weighs a couple of tonnes and needs to share the area with employees, has a semi-structured set of functions, contractors and other support functions? Whenever innovations are introduced into the workplace and disrupt usual practice, it warrants a closer look. This study sets out to contribute to the understanding of acceptance and trust for employees working adjacent to automated vehicles as well as the challenges and opportunities the organisation are facing.
This case is focused on the future implementation of automated vehicles at a Swedish airport. Two types of vehicles are investigated snowploughs and baggage trucks. These vehicles are active in two main processes, field maintenance and ground handling. Further, the study seeks to surface areas of opportunities to facilitate acceptance within the work stream processes.
RESEARCH QUESTION
What process challenges and opportunities do employees face with the implementation of automated vehicles? How can the organisation develop employee acceptance?
PURPOSE
Ht 2020
2 The role of technology acceptance, trust, and practice theory
First, this chapter presents a selection of research in two fields; organisation studies and information system. The Technology Acceptance Model, Trust, and Practice are expected to give the study instruments to understand and engage in the case study. Thus, by exploring existing research areas and forming a theoretical foundation, it creates the opportunity to couple the existing research into an analytic model to use in investigation of this case. Thereafter, the analytic model will be presented last in this chapter.
The research method used entails the ideas and vision of engaged scholarship. Especially for the emphasizes on the value of using multiple theories to act as a complement to each other for an enhanced understanding of the context around the problem. By having a research question that focus on the process and one with a more holistic focus, the need for multiple theories becomes crucial to not create an oversimplified view of the situation. Multiple frames lend us the chance to expand the framework and present solutions to the given phenomenon. In theory building, three activities work as pillars for the process; “conceiving or creating a theory, constructing or elaborating the theory, and justifying or evaluating the theory” (Van de Ven, 2007, p. 101). In the first step, abductive reasoning is used. For the next stage, logical deduction is needed for constructing the theory, followed by inductive reasoning to justify the theory chosen. The theory chosen for the analytic model is hopefully a reliable foundation for the operational research model to use as tool of choice in this case study. In this study the multiple frames are essential for a comprehensive view. TAM contribute with a set of important tools towards understanding how to develop acceptance. However, TAM does not recognise the dynamic in individuals as carriers and producers of acceptance. Therefore, the framework of practice is significant for this study. Additionally, trust is an important part of understanding acceptance, which is also incorporated here in theory towards the analytical model.
TECHNOLOGY ACCEPTANCE MODEL, TAM
Ht 2020 figure 1 below. However, TAM has excluded elements from TRA such as subjective norm (SN), one of the determinants of behavioural intention (BI). However, in TAM2, Venkatesh and Davis (2000) revisited the factor; placing subjective norm under the umbrella “social influence processes.” Thus, if trust is low, the affect the intentions to be harmful for the process.
Figure 1. Davis et al., (1989) Theory of Reasoned Action (TRA)
Additionally, Ajzen (1991) continues research on the Theory of Planned Behaviour (TPB) to provide further insight into predicting behaviour. Fishbein and Ajzen (1980; 1975) lowered the barrier towards adoption and usage of the behavioural prediction model within the technology field. Furthermore, it remains significant to keep in mind that their work bears influence from psychology and Bailey and Person´s (1983) work on measurements of computer user satisfaction. Thereby, one needs to keep in mind the heritage and its complexity that builds up to TRA and TAM. Bailey and Person (1983) measured on 39 factors, spanning from “top management involvement” to “precision.” All of these factors and attributes funnels down to the behavioural intentions of the individual.
Ht 2020 Davis et al., (1989) derived that individuals demonstrate a higher willingness to use a technology they believe will facilitate their job performance. Therefore, if the technology has a system that is too hard to use, the potential performance benefit can be counteracted. Perceived usefulness (PU), is defined by Davis (1989, p. 320) as "the degree to which a person believes that using a particular system would enhance his or her job performance." The new technology must exert a possibility of being used advantageously. Perceived ease of use (PEOU), is defined by Davis (1989, p. 320) as “the degree to which a person believes that using a particular system would be free of effort.” The definition of effort Davis (1989, p.320) uses “is a finite resource that a person may allocate to the various activities for which he or she is responsible”. This is an application from Radner and Rothschild´s (1975) research on managerial levels on effort allocation on various activities. Davis’s (1989) original model illustrates the relationship between input factors and outcome factors which is presented in figure 2 below.
Figure 2. Davis (1989) Technology Acceptance Model (TAM)
PU has shown a stronger impact on attitude towards actual using, ergo, Actual system use (AU), than PEOU. However, PU and PEOU together is emphasised as the most important factors for determining AU (Legris et al., 2003).
Ht 2020 emphasise the central part uncertainty plays in increasing the transactional cost in institutional practice Pavlou (2003).
Figure 3. Pavlou (2003) TAM complemented with the factor trust and perceived risk
In this study we will take this one step further and tie the model with not only trust, but also practice. This study will invite TAM to work in tandem with the factors of trust and practice. Thereby, engaging the users of technology and empower them with a framework to give input to redesign the process in this implementation. This study takes the stance that recipients of technology are active carriers, not passive receivers. We seek to extend TAM to couple with factors and dimensions that could have favourable outcomes in understanding employee acceptance and process challenges and opportunities. By extending the analytical model with trust we reconnect with Bailey and Pearson´s (1983) concept of 39 factors, albeit this research only entails one additional factor in the same format and level; trust.
TRUST
Ht 2020 is described by Barley and Orlikowski (2001, p.146) as “a tangible solutions to a real-world problems.” Broadly construed, trust has been defined in terms of cognitive processes and thereby the perceived state of vulnerability (Kramer, 1999). Luhmann (2017, pp. 12–18) ignites some of the dilemmas with trust, time and institutions by stating:
“to trust is to anticipate the future…The problem of trust therefore consists in fact that the future contains far more possibilities than could ever be realized in the present and transferred into the past. The uncertainty about what will happen is simply a consequence of the very elementary fact that not all futures can become the present and hence become the past. The future places an excessive burden on a person´s ability to represent things to himself…so it is not to be expected that scientific and technological development of civilization will bring events under control, substituting mastery over things for trust as a social mechanism and thus making it unnecessary. Instead, one should expect trust to be increasingly in demand as a means of enduring the complexity of the future which technology will generate.”
Ht 2020 Kramer (1999) concludes that the presence of distrust in an organization is a common and recurring conundrum. In particular, both distrust and suspicion are triggered by a perceived lack of confidence, motives of genuineness or insincerity. Trust´s ability to influence perceived interactions and processes have warranted its presence into various fields, as both an antecedent as well as a consequence of behaviour. Morgan and Hunt (2018) underline the value of trust for marketing theory and practice with reference to the importance of achieving effectiveness in our social organizations. In particular, they show how trust impacts relationship commitment, uncertainty, functional conflicts and cooperation.
PRACTICE THEORY
Practice is a living process and constitutes of all the actions that is present in organisations and institutions. It is used in this study to articulate the stream of actions within a process. Those actions are carried out actively by employees by their choice. To develop acceptance and harness the challenges and opportunities they see, we need practice as a framework to understand the employees empowered position. Institutions are built and reformed by these actions continuously (Lawrence et al., 2009, p. 284). In fact, Nyiri and Smith (1988) argue that practice is composed by our endeavours. The interconnection between our practices are the cornerstones for stability and change. Turner (1996) formulates the notion that practice is a phenomenon that is not limited to the individual, but rather persists in time. Nicolini (2013) argues that the actions of actors can have unintentional consequences in the practice. In doing so, the carried-out practice can have a disordering effect instead of the anticipated reproduction of actions, thereby further mis-reproducing structure. In this study we want to acknowledge that the employees have the power to act on their own and reproduce the action they see fit. It should not be taken for granted that the employees initially accept the new processes without hesitation and initial resistance. It is at the practice level, micro level, that this system builds and accumulates what becomes the structural conditions. All practices are interdependent and persist in relationship of reciprocity; while practices are always inherently unique and situated, employees are also connected to social life both locally and, potentially, globally.
Ht 2020 aspects of social life. Thereby, it encompasses one´s daily work and how one chooses to interact with colleagues, support functions as well as technical artifacts. Behind the seemingly durable structure of society, there is always someone’s work and effort.
"The objects are actively participating in both producing and perpetuating the activity of conducting the activity. Objects thus both participate in the accomplishment of the practice and make this accomplishment durable over time" (Nicolini, 2013, p. 4).
Practice theory frames the relationship between the individual agency and the agent. The actor is a carrier of the practice in the sense that one carries the social practice but also carries out social practices. Nicolini (2013) continues with concluding that all practice theories create space for the initiative, creativity and individual performance. Performing a practice is seen as adapting to new circumstances and is neither mindless repetition nor completely new behaviour. Discourses can become a part of the practice but are not seen as enough to explain the world one inhabits. In fact, interest is a constituent in practice-based approaches and emphasizes the importance of power, conflict and politics as constitutive segments of the social reality we experience (Luhmann et al., 2017; Nicolini, 2009). Practice puts people (and things) in place, and it gives (or denies) people the power to perform actions.
A practice-based approach suggests the basic unit of analysis for understanding organisational phenomena are practises, not practitioners. Practice theories do more than describe what people do. Practices are meaning-making, identity-forming and order-producing activities (Chia and Holt, 2006; Nicolini, 2009). Material and discursive work practice theory suggests that organisations and institutions are made and remade (Lawrence et al., 2009).
Ht 2020 is what we do, not what we should be doing. Thereby practice does not take into consideration structural flaws that lead people to act in contrast to regulations or standards.
LEGITIMATE PERIPHERAL PARTICIPATION, LPP
A learning process stemming from the apprenticeship tradition is the mechanism of “legitimate peripheral participation” (LPP) (Nicolini, 2013). LPP argues against the notion of learning as a socially structured process by which one absorbs practice and is absorbed into practice. The underlining argument for LPP are the processes by which the learner engages in ongoing practice and its social process entails partial responsibility of the end product. With this process, the actor obtains access to expertise in the ongoing practice (Lave and Wenger, 1991). LPP has an emphasis on the sociality that grows around the ongoing practice and therefore identifies learning as a social process containing a sense of inclusiveness, engagement and developing identities. LPP is emphasises in this study due to the implementation of a new practice, which calls for a learning process, both into adoption of new process as well as understanding the shift in practice.
LPP emphasise the involvement of new arrivals in the practice as they acquire increased competencies. Lave and Wenger (1991) argue that for something in practice to reach the status "legitimate," it needs to become an effective and recognizable part of an activity. For learning to occur, the actors need to engage in the process and become a stakeholder in the ongoing practice. Subsequently, LPP argues that learning is both a condition for membership and is itself an evolving form of membership corollary to the notion that "identity, knowledge and social membership entails one another" (Lave and Wenger, 1991, p. 53). Nicolini (2013) explains that LPP has its focus on finding what sort of social engagement provides the proper conditions for learning and not on the cognitive processes of learning.
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ANALYTIC MODEL – Theory of Automation Process Acceptance, TAPA
Engaged scholarship gives the study the opportunity to combines theories and use multiple methodologies. Orlikowski and Barley (2001) emphasise the need for the exchange between information technology and organisational studies. In their article, the authors point out that within organisational studies the technology, the artifact, is often handled as a constant without any chance of alteration. There is a lack of interest from organisational research to take the material properties into account and ask, “What works?” and find practical solutions, which is a driving component in information technology research. Leonardi and Barley (2008) explain that the oscillate pattern of swinging between the material and the social creates a theory for technology and organisations. Further, they funnel the argument down to the notion; it is all about creating an accurate presentation of how people work. There is the palpable intersection between the social and material for human endeavour, and furthermore is the focus of this analytic model. Hogarth (1987) describes human judgement and choice as intuitive, and how the person´s judgement will lead up to the outcome. Predictive judgement holds value for decision making and this model seeks to adequately capture this process and its potential impact.
The theory of technology acceptance, trust and practice holds fundamental importance to study change in work stream processes. TAM creates a core by which trust, and practice is applied as extensions to support legitimacy for this study. The purpose is to pursue understanding, not only of the employees, but also what keys the organisation holds to unlock an effective process. The technology acceptance model displays the cornerstone components for understanding how actors can perceive new technology and how to reach acceptance. The factors perceived
usefulness and perceived ease of use will be used as an instrument to capture the attitude
towards this system change. Therefore, it will facilitate the process of understanding how to increase acceptance for future implementation.
Ht 2020 similar to TAM and then carries that effect into the practice process, thereby extending the purview to an organisational level.
Practice as tradition and practice theory are used to display the complexity for understanding what structural changes will be needed for an implementation of automated vehicles to work seamlessly with the employees in the groups directly concerned. Practice contributes with tools to understand the human diversity in acting, reacting and interacting with one´s environment and groups. Conversely, an understanding for how practice is created and re-created within groups and between individuals is crucial for this exploratory research encounter. Practice holds the key to what actions the employees will perform in the Theory of Automation Process Acceptance model (TAPA) used in this study, see figure 4 below.
Figure 4. Initial Theory of Automation Process Acceptance (TAPA)
Ht 2020
3 To tell about acceptance and process – methodological concerns
This chapter describes the method chosen for analysis and how engaged scholarship has supported the process. Interpretive sociology and micro-macro integration are presented first followed by the research strategy and design. Thereafter followed by a description of the case, population and sample, and finally data collection.
INTERPRETIVE SOCIOLOGY AND MICRO MACRO INTEGRATION
This study warrants the tools to interpret acceptance for the employees in the five sub-units on individual level as well as the process on a practice level. Therefore, a section now follows with a background in interpretive sociology and micro-macro integration to argue for the method approach needed. With theory spanning from individual to organisational level, the method chosen will to take that into consideration. One of the most important areas of interpretive sociology is symbolic interactionism (Marsh, 2006, p. 65). Behind the idea is that what influences people´s behaviour most is how other people treat them. It is focused on a micro-level of social life as starting point, moving towards the full societies are the end result. Interpretive sociology often focuses on everyday life and processes more than meta questions with aims to find general explanations for a whole society. By understanding how social interaction occurs, symbolic interactionism tries to understand how social order is maintained with an emphasis on how individuals interpret their surrounding processes and how they choose to respond to these interactions. Marsh (2006) posits that interpretive sociology views human behaviour as voluntarily actions made from conscious decision making. This decision making is derived from how individuals interpret situations. This idea transcends the study and the analytic model which uses the same interpretation for the empirical analysis.
Ht 2020 individuals need to make assumptions and predictions. In this study the assumptions and predictions employees make about future practice and process are crucial to discern the challenges and opportunities presented. Marsh (2006, p.69) approves of this vision of symbolic interactionism, noting, "the dramaturgical analogy does contribute to our understanding and analysis of aspects of everyday life.” The interpretation of a situation is crucial for understanding why individuals exercise thought in a certain way, and their actions and interactions are the building blocks of groups (Ritzer, 2008, p. 231).
In the 1980s, micro-macro theory aimed to create a linkage between micro and macro theory within sociology that had been absent (Ritzer, 2008, p. 375). This study aims to take advantage of that linkage when interpreting the empirical findings on both an employee level as well as on a practice level. Ritzer (2008) argues for his theory and model of micro-macro integration by proposing that one cannot study micro-macro issues without the objective-subjective continuum. With these four levels of social analysis, one can study issues with an inter-relational approach.
The macro-objective level involves large-scale material realities such as society, bureaucracy, and technology. The macro-subjective level encompasses large-scale nonmaterial phenomena such as norms and values. At the micro levels, micro objectivity involves small-scale objective entities such as patterns of action and interaction, whereas micro subjectivity is concerned with the small-scale mental processes by which people construct social reality. Each of these four levels is important in itself, but of utmost importance in the dialectical relationship among and between them. (Ritzer, 2008, p. 377)
The figure 6 below depicts Ritzer´s (2008) model of how the different levels interact with one another and how the levels impact the other levels in a process, organisation and society.
Ht 2020 Actions on a micro level will not have direct consequences on a macro level, but can over time create public issues if it troubles a larger amount of people. Ritzer (2008) argues that when micro level issues aggregate it creates public issues for society. Therefore, the TAPA model would like to keep awareness to the individual´s power to affect the outcome of the implementation for better and worse. This creates an opportunity to collaborate and engage with the recipients of the automated processes to create a process with high levels of acceptance.
RESEARCH STRATEGY AND DESIGN
Challenges within the implementation process of an automated vehicle have not received much attention in research. Limited research has investigated the agent phenomenon and how humans perceive trust and fairness encountering artificial agents (Dignum, 2018). Therefore, an abductive research approach is suitable to be able to bridge practice theory and key concepts such as trust, knowledge transfer and acceptance within the evidence found in the data. It provides the research tools to analyse the data with the hermeneutic circle at close hand, a dialogue between the data and understanding (Bryman and Bell, 2015, p. 27). Alvesson and Kärreman (2007) argue the value of how we perceive relationships between theory and the empirical material. They highlight the possibility empirical material has to illustrate theory and facilitate critical thinking. The focal concept is problematisation, which opens up new possibilities and thereby prompts rethinking and developing the underlying theory. Alvesson and Kärreman (2007) emphasise the need for mystery-focused research. This research hopes to explore this phenomenon by letting empirical material inspire the problematisation of a theoretical idea. This research is exploratory in order to take advantage of “the art of being curious at the opportune but unexpected moment. It is an art that is as old as the most primitive science” (Merton et al., 2004, p. 210). Alvesson and Kärreman (2007, p. 1266) emphasise that the empirical material works as an anchor for the theorisation “in specific claims about the object under study, thus prohibiting arbitrary ideas from being put into play.” Asplund (1970) argues that the creation process is enhanced by using empirical data to make an argument rather than as the absolute result in a debate between various theoretical standpoints. Moreover, the
engaged scholarship methodology has been used to create active interaction between the
research and the organisation (Van de Ven, 2007).
Ht 2020 implementation. The case is defined as the work units in which the vehicles are considered to replace in the future, with a main focus on the field department and ground handling. The boundaries of the case are set up to just contain members of the field and ground handling divisions of the airport. The data collected from other areas adds context and provides exploratory width. There will be no possibility to draw statistical generalisations from this type of case study (Yin, 2014, p. 37). However, as Yin argues, an analytic generalisation can be compelling. By holding an ideographic approach, this case is chosen for its potential to elucidate, in greater depth, the challenges this technology faces in the eyes of the people working in the units directly concerned (Bryman and Bell, 2015, p. 68). Subsequently, this case holds value for possible analytic generalisations.
For this study, an embedded single-case design was chosen to be able to drill down to the specific revelatory case. The embedded single-case design gives the study the opportunity to observe and analyse phenomena with attention to units with different sub-units. The two chosen units are the field division and ground handling, specifically concerning the automated snow plough vehicle and baggage truck. In total, there are five sub-units following under the two main units: GH administrative positions, field division administrative positions, snow plough leaders, snow plough drivers and loadmasters.
DESCRIPTION OF THE CASE
Ht 2020 business where miscommunication or faulty processes can have fatal outcome for employees as well as travellers.
The field division
The PSBs are driven in a convoy of 8-9 vehicles, with snow leaders in cars assisting them in the process and keeping contact with the tower. The snow leaders drive friction measuring cars and operate the equipment which measures contamination on the runway. The Road Weather Information System, RWIS, is an important support for the snow leaders to monitor runway conditions and is used as support for deciding when to sweep or plough the runways and also if any formate is needed. Formate is an alcohol used to lower the freezing point on the runway and is distributed after snow ploughing to prevent the runway from re-freezing as fast as it would otherwise. In figure 7 below the area around Bromma airport is visible. The blue area is the landside and the green area is the apron area, finally the dark grey area is the manoeuvre area. The manoeuvre area can be referred to as runway or taxiway by the respondents. It is in total 437000 square meters that is prioritised for maintenance and service from the field division.
Figure 6. Prioritised areas for maintenance at Bromma Airport.
The ground handling division
Ht 2020 the aircrafts after landing and before take-off. Service includes refurbishing of water tanks, cargo loading and anti-icing processes to lower the freezing point of water.
DATA COLLECTION
The study builds on one main empirical data source, interviews. These interviews have subsequently been used to collect data about how the employees perceive different aspects of the implementation of automated vehicles. This study thus combines data from different work units and departments to cover as many potential aspects as possible in order to draw conclusions about the work unit´s variations in perception. This creates a broader qualitative understanding of opinion, arguments and motivation.
The following section describes the empirical material collected for this thesis. The order in which the three main focus groups, field, safety and ground handling, are presented represents, mainly, the order in which interviews have been conducted. All interviews were conducted at Bromma airport, a Swedavia Airport, in April 2019. A total of 21 interviews were conducted with 22 representatives, visible in table 1, further below. All the interviews have followed the same case protocol, focusing on what the representatives do, how they perceive the implementation of automated machines, and their concerns and objections.
Ht 2020 In the first empirical portion, I conducted interviews with ten representatives from the field department at Bromma airport. In table 1 below all the respondents are presented with work description. The first interviews were with one senior snow leader, followed by interviews with two individuals training to be snow leaders. These interviews were aimed at finding out how different sub-units perceive the implementation of automated vehicles as well as their own individual perception. To support the analysis, I continued with conducting three interviews with representatives from the administrative side of the fields department and one representative with a mixed background from the fire and snow department. Afterwards, I conducted three interviews with snow plough drivers. Two of the snow plough drivers had a ground maintenance task, in which single interviews were not an option.
The second part of the empirical study deals with the safety aspect of the implementation of automated vehicles. Preliminary results from the first part indicated large complexity regarding connected units. Thus, to be able to understand the relations between the units, I conducted three interviews with three representatives from different safety areas. These interviews were aimed at finding out how the different units, field and ground handling, work from an outside perspective to be able to increase understanding before the last part of the empirical data collection.
The third part of the empirical study focused on the ground handling unit, where I conducted eight interviews with representatives from various positions within administration and with loadmasters working with the baggage trucks. In contrast to the field unit, which has the three sub-units (administration, snow leaders and snow plough drivers), ground handling only has two sub-units, administration and loadmasters.
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Group
Occupation
G1 – Adjacent operation
Respondent 1 Air traffic controller
Respondent 2 Safety and regulation controller
Respondent 3 Combined expertise within the safety department
G2 – Field operation, administrators
Respondent 4 Chief of division
Respondent 5 Head of personnel and training
Respondent 6 A snow leader with additional engagements within technology projects Respondent 7 Chief of daily operations
Respondent 8 Combined position as work leader, fire fighter and snow leader G3 – Field operation, PSB drivers
Respondent 9 PSB driver, undergoing training to become a snow leader next season Respondent 10 PSB driver, undergoing training to become a snow leader next season
Respondent 11 PSB driver
Respondent 12 and 13 PSB drivers with clearance for other vehicles and maintenance equipment G4 – Ground handling, administrators
Respondent 14 Group manager
Respondent 15 Ground handling manager Respondent 16 OPC operator and coordinator
Respondent 17 Chief of process
G5 – Ground handling, baggage truck drivers
Respondent 18 Ramp technician
Respondent 19 Loadmaster
Respondent 21 Loadmaster
Respondent 22 Loadmaster
Ht 2020
DATA ANALYSIS
The analysis has been made within the groups the respondent belongs to. It has a dual purpose, both to cover the individual´s identity and look for consensus or divides within the group. The analytical model with its theoretical variables used were used in the interviews and guided the data analysis. First a primary analysis was made after the pilot study to assess if any adjustments were needed. When no such reasons were found, the case study continued, and the main data set was collected. This data set was also analysed by first being divided into groups, and within groups, divided into the concepts of employee acceptance and structural challenges and opportunities. These concepts have been analysed within the theoretical framework with a focus on trust, attitude, perceived usefulness and perceived ease of use.
In the empirical findings it will often be described that the respondents feel a need for something. The word need will be analogue to Turner´s (1996) argument that need implies necessity. Thus, without one´s need satisfied, displeasure and tension is created.
QUALITY OF THE STUDY
This study strives to have the highest quality within the given means and follows the four ethical principles emphasised by Bryman and Bell (2015, p.134). Firstly, to do no harm to the participants. By keeping the interviewees’ responses confidential and making compound groups, this study has taken precautions to hinder any user of this data to single out a specific respondent, thereby not putting stress on the respondent concerning career risks. No physical risks have been involved.
Secondly, no lack of informed consent. Prior to the interviews, the respondents were asked if it was acceptable to be recorded. They were all verbally given the information that the recording was a means to capture all that was said, but only used for transcription purposes and would not be presented to academia nor Swedavia. The respondents then had a chance to negate these terms and would not have had any sanctions if such negation occurred.
Ht 2020 Fourthly, no deception. This study has no gains by trying to deceive the respondents. The respondents knew beforehand that this study was going to take place and the motives behind it. The management was very clear in informing all personnel who I was and what my purpose was. The questionnaire was also made to cut to the core questions without any risk for deception.
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4 Employees perception of automated vehicles
In this chapter relevant data is presented to adequately capture what develops employee acceptance and what process challenges employees believe there to be. The data will be presented clustered within its subgroup and then divided towards “acceptance” and “process”.
ADJACENT OPERATIONS – SAFETY OFFICERS AND AIR TRAFFIC CONTROLLERS (G1)
The sample from adjacent divisions is comprised of three interviews. These interviews were completed with one air traffic controller, a safety and regulation controller and one respondent with a combined area of expertise within the safety department. The respondents work full time at Bromma airport and interact daily with both the field department and ground handling.
Employee acceptance
All of the respondents are sceptical to the implementation of automated vehicles. They express a need for increased trust in the vehicles, and the risk generated without a driver directly responsible for its actions.
“It feels more reliable with a driver driving the vehicle than that it would be travelling alone, what if the technology malfunctions, then there would be no one to catch that if there is no driver.” – Respondent in G1 “It is rather complex. I believe that it will be the hardest to make it happen on the manoeuvre area, to have automated vehicles there because nothing is structured. Then all other must adapt to the automated vehicles.” – Respondent in G1
Acceptance increases when there is proof that the vehicles actually work in the complex environment the airport encompasses. As a counteractive measure to the lack of control, respondents point out the need for restructuring to add safety. The respondent’s express uncertainty with not having employees behind the steering wheel of both the PSBs and the baggage trucks. They want to know who will be responsible for automated vehicles and catch errors in performance. However, one usefulness with having automated baggage trucks is that they would respect the safety regulations and follow the rules set out.
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“By proving that it is safe to operate, by test running it to the greatest extent without any errors occur, then acceptance would be possible.” – Respondent in G1
One respondent expressed a usefulness that all respondents also mentioned, the reduced risk for human errors, specifically those that could lead to runway incursions or damage to systems or structures. Especially for the PSB vehicles, which every winter damage lights on the runways and a variety of other structures. Trust will come with a process that compensates for the observation that there will be fewer eyes monitoring the runways and manoeuvre area.
“…yes, one could say that a safety aspect is removed, the human factor is averted, decreased risk for the vehicle to make error. So, there are also benefits.” – Respondent in G1
“It is not waterproof, but there are so many people on the manoeuvre area and foremost on the runway, so other risks have a significant chance of getting caught early, in winter. There are also a lot more FOD on the runway in winter.” – Respondent in G1
Another area of usefulness is that it would be easier to make follow-ups on the vehicle and how it has been performing. Today, when follow-up is performed on the driving of vehicles, it is easy for the drivers to deny any damage or misuse of the vehicle. Thereby, the damage can be salvaged, but not the cause.
“It would be so much simpler and in the same time so much more complex…it will facilitate to handle a vehicle that makes errors than an employee who makes errors and claims there was no mishandling of the vehicle.” – Respondent in G1
The respondents point out that it could be hard to reach acceptance at the ground handling division due to the challenges ground handling would face with the implementation of automated baggage trucks to meet their tight time frame. The potential savings in labour operating the vehicles is mentioned as a motivating factor on both PSBs and baggage trucks.
Process challenges and opportunities
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“Everyone understand that it is because of low maintenance, but small objects get loose, products of plastic, bolts, screws, gas caps…Yes and some aircraft components, but that’s not what we are talking about here. And also, larger plastic components such as battery protectors and such.” – Respondent in G1
“It is just a positive side effect I get, it is nothing I specify employees to do. But the fact that there are many eyes out there increases the possibility to detect…The surveillance of the snow maintenance process will have demand for increased safety when there are no humans performing it. Because humans can watch, you and I have not been driving PSB for so long, but when you have some 100 hours, you get pretty bored, and as a consequence you react to everything that stands out quite easily.” – Respondent in G1
With the implementation of automated baggage trucks, the respondents pointed out that the business model used in ground handling could be threatened. With the baggage handler responsible for meeting the scheduled time today, leeway is given and safety rules are bent. Today baggage trucks are in a position to drive faster than the speed limit around aircraft. In fact, they also drive closer than the regulated distance between themselves and aircraft. In particular, to be able to meet the tight time frame they therefore not always abide by the rules to give way for aircraft at crossings and other designated spots. Automated baggage trucks would be controlled to travel not closer to the aircraft than regulated and not faster than regulated; subsequently, it will be challenging for ground handling to meet their clients’ demands.
“Yes, the baggage truck process will be affected, I am convinced, it will be hard to describe on paper. The PSB process, in the long run I don´t think it will be influenced overall.” – Respondent in G1
“Regarding this I am very positive, a synergy effect of a project like this, one problem we have is that the baggage trucks are driven to fast. The airport has regulations that states that closer than 15 metres from a parked aircraft one has a speed limit of 15 km/h, which is extremely easy to program a self-driving vehicle. The issue is with employees, they drive too fast and too close to the aircraft. The baggage trucks are bound to the manoeuvre are, the PSB is worse, they are everywhere, and also on the manoeuvre area.” – Respondent in G1
Ht 2020 express a need to have a shared system and protocol between different departments with the air traffic control operation included.
“The tower does not have any demands for how the aircrafts taxies on the manoeuvre area, it is one´s own responsibility. They just say which stand they should taxi to, stand 30 for example. But how the taxi there is often quite unobstructed. Then, if an aircraft is on its way to turn around, both the PSB and baggage trucks need to hold off, and in the same time you can have an aircraft approaching from taxiway Yngve. Then you need to wait. At the same time, you have the next aircraft waiting to start. How do you solve the situation?” – Respondent in G1
“There will be fewer observers, with some prejudice I believe that one will have poorer check-up frequency on the vehicles. It is also …the part with the positive human factors. For example, if the air traffic controller makes a mistake, there is a chance for a runway incursion scenario. And the PSB convoy ready to enter the runway for a sweep and the people in the tower say PSB convoy ready at Yngve 1, enter the runway and at the same time have they by accident cleared an aircraft on its final. However, the PSB convoy observes this, they know even before they talk to the tower, they have observed the aircraft. It is possible to combat with technical solutions, but it´s harder to handle.” – Respondent in G1
In fact, a shared system facilitates quick information updates. One example is if the weather shifts and the frequency of the rounds the PSBs are performing changes. Air traffic control operations, due to the regulatory protocol, must ask for approval every time the PSBs sweep and/or plough the runways. Another example is the need to be able to act quickly if a mayday call is coming in and the runway needs to be cleared immediately to prevent runway incursion. To build trust for the respondents, systems should be built for these types of events.
With the airport built on an old seabed, the foundation is shifting and makes it challenging to make the runways completely flat. The respondents argue that the automated vehicle needs to be able to handle an imperfect surface and be able to adjust for that. Additionally, there must be easy ways to report to the automated vehicle operators which areas of the manoeuvre area or runway will be closed off for repairs or swift updates. Respondents showed concerns regarding the uncertainty in how this information will travel between departments and what happens if there is miscommunication.
“I know that interaction often is necessary between the driver and the vehicle, so it is plausible there are a significant amount of special-made solutions one needs to take into consideration.” – Respondent in G1
Ht 2020 it easier to load the trucks. Concerns were raised, such as: who will detect if baggage falls off the wagon? Some baggage’s plastic surface makes them prone to sliding off the baggage trucks if it is loaded to its maximum limit.
FIELD OPERATION – ADMINISTRATORS (G2)
The field operation sample from the administrative department is comprised of five interviews. These were done with the chief of the division, head of personnel and training, a snow leader, chief of daily operation and one with multiple areas of responsibilities such as snow leader, firefighter, work leader and PSB driver.
Employee acceptance
The respondents believe the attitude is more positive on the management side than the PSB driver side. Moreover, respondents express a usefulness in not needing to recruit every year, thereby saving time in daily operations and increasing reliability. There are strong beliefs that the quality of the snow removal procedure will be more predictable and efficient in an automated process than it is with PSB drivers. All of the respondents brought up the human factor and their relief at its removal, or at least a decrease of it. It was recognised that the human factor will be present with automated vehicles, but at that point it would move up to the snow leader level.
“The driving routine will stay the same. However, the start and stop will be awesome, and with the distance between the vehicles constant. In combination with other systems it will be able to curb environmental impact, unnecessary driving. Less idling, everything gets more effective. So from an environmental standpoint and process perspective, decrease in fuel and chemical costs which is positive.” – Respondent in G2
“We will be able to cut a significant amount of time and gain reliability.” – Respondent in G2
The main areas of concern are to what extent the technology is safe in practice. This includes a question of what will happen if it does not work according to the set instructions, as well as other issues regarding control. Also, the uncertainty of when this implementation is going to happen was perceived as an important factor towards creating acceptance.
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All of the respondents’ acceptance is contingent on factors of age. In fact, the respondents note that employees’ willingness to accept the automated PSBs was dependent on the employee’s age. All of the respondents point out that the employees that express the highest hostility towards the new technology and automation are in general older, with some exceptions. Some of the respondents also linked the employees’ interest in technology as a factor to which extent the employees would be willing to accept and be positive to this implementation.
“I think it has more to do with age than position, also those more involved with the automated programme will contribute to how soon they will trust it.” – Respondent in G2
“Two of my snow leaders barely have a computer at home…He is anti-technology, he is against everything like that. It is a shame when we are a developmental airport. In this position one should aim a little higher and try to broaden our horizon. It is not perfect from the start, but we are a developmental airport and those who do not like it can work somewhere else where there is a lack of development. So there are two camps, those who are interested and can see the progress and those who have decided that; this is not good.” – Respondent in G2
“In general, in all of the organisation I believe that 80-85 percent think it is just an inconvenience. It is our generation that gets it. Why would it not work? I think it is an innate fear of being replaced.” – Respondent in G2
To be able to trust and accept the automated vehicles, the respondents express that a long test phase and implementation phase is both crucial and necessary. In this process, the employees need to be familiarised with automated vehicles and understand how they respond and are controlled.
“That the snow leader can try it out here. It is best to try it out here, maybe it is not good enough to have someone on the outside saying that it works. We have had so much equipment coming in, new, that is not functioning even if we are told it is clear to start using it, but no. There are then three weeks of back and forth between repairs and modifications before it can go in to the process. So, one wants to see, preferably here or at another airport with minimum traffic. For us working here to get to know how it works in snowy conditions.” – Respondent in G2
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Process challenges and opportunities
Multiple respondents brought up the need for additional competence within IT to be able to maintain automated vehicles. Many of the workers need to assist the repair shop with maintenance tasks due to the shop’s lack of employees. However, with this new technology, it will become harder for employees without a software background to service the machines. Therefore, people with competence in software should train personnel to handle the most common issues or be available on site when the airport is open and malfunctions may occur.
“That´s knowledge we do not have, we would need additional technicians. I know nuts and bolts, to change parts, but maybe in the future the errors and malfunctions will be computer based.” – Respondent in G2 “There is going to be a change in what we want, employees working here who can make small adjustments in the vehicles.” – Respondent in G2
“Definitely to have somebody on the ground with competence in the vehicles we acquire. So, we do not need to take the machines back to workshop and call Scania or Øveraasen or whatever to come here to make a special repair. We need people, knowledgeable people in place, definitively.” – Respondent in G2
Suggestions were made to restructure all other traffic with its timetables around the automated PSBs’ schedules in order to operate an automated fleet of PSBs successfully in the manoeuvre area with its multiple layers of traffic and vehicles.
“I believe there will be someone in the tower controlling the PSB convoy.” – Respondent in G2
“I think it will be great, when it is up and running on the runway. However, on the manoeuvre area I am concerned.” – Respondent in G2
All of the respondents emphasise the need for thorough monitoring of the automated vehicles in the introduction phase, but also when they are up and running. Employees should be allocated to handle the quality checks and daily maintenance of the vehicles, such as clearing them of snow, fuelling and changing minor parts. Multiple respondents brought up the challenge to make that service job of the automated machines interesting for the PSB drivers, who today have a much more versatile job description.
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“Now it is easy to find PSB drivers, it´s quite an exciting job. But maybe somebody who is going to maintain the vehicles, fuel them and such. That is not going to be such an exciting job.” – Respondent in G2
Furthermore, a process should be in place to detect vehicle malfunctions early. The respondents point out that both the drivers of the PSBs today can detect abnormal vibrations and sounds. Also, other PSB drivers can detect exterior issues on their adjacent PSB vehicles when they are driving in convoy. All respondents display an understanding that PSB vehicles break down often, both due to minor and major issues. Therefore, process changes need to be made to combat the uncertainty regarding how procedures will be performed and by whom.
“That is an issue. What should we do when such a vehicle breaks down on the runway and there are no people?” – Respondent in G2
“But with the PSBs, like every season. Every single machine has some instances where they need some mechanical help or electronical. I do not know why, maybe they are much more complicated. Maybe they are not, they have not gone through so many years development as cars have.” – Respondent in G2
“Vehicles break down, it will be harder to detect on automated vehicles. First and foremost; what will happen when it breaks down. I feel that is the greatest impact.” – Respondent in G2
“Yes, information about the vehicles, not a day goes by without any vehicle malfunctioning. It does not need to be large defects on the vehicles.” – Respondent in G2
Another structural change pointed out is the need for more personnel in a snow leader position to be able to handle the additional work of controlling the automated PSB convoy.
“We should control the sweeps, which vehicles is doing what, place formate, check how much formate you dosed out, how the contamination is, make your own assessment, check with RWIS. All this before starting a second lap, two phones, two radios and everyone shouting through all channels. Should one control the automated vehicles also there would be a handful. “– Respondent in G2
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“We lose on average every season a third of our winter workers because they found other jobs or they retire. There are good reasons why people leave or do not come back the next winter. It would only take five years to completely lose the whole workforce.” – Respondent in G2
FIELD OPERATION – PSB DRIVERS (G3)
The sample from field operation with PSB drivers is comprised of four interviews. One of these interviews is a group interview with two drivers. Two of the drivers are in training to become snow leaders.
Employee acceptance
The respondents display a mixed attitude towards the new technology.
"I believe that in general, it is a small negative incline, it would have been more positive if it was possible to develop further before testing" – Respondent in G2
"Planes gets delayed among other things, there is a lot of movement, it can work, but I am very much sceptical to it." – Respondent in G2
"It feels too futuristic, too far away…It feels scary, not a hundred per cent" – Respondent in G2
“In general, I would say that it is typical for this time to try to simplify it all. I don´t think it would have surfaced if we had a higher average competence on the machinery, from the driver´s side.” – Respondent in G2
There is a sceptical attitude from all respondents in regard to the safety and security issues this new process and technology entails. With increased movement at peak time, there is a lot of different machinery and equipment out in the manoeuvre area. The respondents have a hard time picturing a future with automated PSBs. In fact, those who are training to take on a snow leader position are not sympathetic to the vision of them controlling the automated PSBs. Some of the respondents are soon reaching retirement age. Subsequently, they do not feel threatened by an implementation of automated PSBs, it will not affect them in their working life.
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Structural challenges and opportunities
“One worries about if the snow leader would control 8-10 machines, it is surrealistic to me I think.” – Respondent in G2
“Only the radio communication with the tower takes up a lot of time.” – Respondent in G2
Respondents display a need for a person to be close to the process and ensure that the vehicle will not move into territories that could lead to taxiway or runway incursion. One suggestion was to have two snow leaders in the car and an additional two people controlling the two parts of the automated PSBs when the formation splits up to cover different areas. In doing so, the snow leaders are able to keep track of any malfunctioning machinery and are directly able to spot irregularities that could lead to larger damage on the machinery if not mended.
GROUND HANDLING - ADMINISTRATORS (G4)
The ground handling sample from the administrative division is comprised of four interviews. These were done with one group manager, a ground handling manager, a combined OPC operator and coordinator and a chief of processes.
Employee acceptance
All of the respondents are positive to some degree towards using automated baggage trucks. In fact, they expressed strong beliefs in its usefulness; this would make the baggage handler´s job function more flexible than it is today. Subsequently, relief was expressed towards not needing to waste the employees’ time on driving the baggage back and forth over the airport. Instead, it would increase usefulness by letting the focus be directed towards the service of the aircraft. All of the respondents point out the release of stress it would be for the baggage handlers to have those extra minutes, increasing the quality of the work environment.
Ht 2020 One respondent emphasises that the interface and process for automated vehicles needs to be simple, so the employees who are not technology-savvy will still be able to understand the system. The same respondent points out that the framing of the implementation of the automated baggage trucks is crucial. It is also important to spread information and knowledge about what it will mean for the division and how employees will be affected to reach acceptance.
“It is crucial that there are reference group meetings, that the division has to be part of shaping the implementation.” – Respondent in G4
To be able to reach acceptance with the employees, the respondents express a unanimous need for testing the system thoroughly to check off all the safety risks. Also, the largest safety risk is the aspect of judgement when driving close to other vehicles. The baggage handlers exercise their own judgement, and the respondents are not convinced what rules and judgement the automated vehicle will follow. For now, there is the risk of human error when the baggage handlers drive the truck and fail to give way to an aircraft. The testing phase would give the employees time to familiarise themselves with the machinery and build trust in the process and system’s use. If possible, the respondents would have higher confidence in this solution if they could benchmark with some other airport that has been doing similar tests or implementations.
“A thorough test period to make the technology work. At least in 80 percent of the cases.” – Respondent in G4
“I believe it is important to deeply establish knowledge about the process and inform employees to be able to change mindsets. Already from the start engage employees.” – Respondent in G4
Process challenges and opportunities
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“We have short turn-arounds which is 20 minutes from on-block to off-block with everything included. They need to connect all the equipment, load off all the baggage, load, collect, load on. There are long driving routes here at Bromma…it would take six out of twenty minutes only to drive. So, if we had automated vehicles ready by which we could send baggage to the arrival hall. We would be able to plan in a completely different manner.” – Respondent in G4
With time liberated, the respondents express an opportunity to release the pressure on the baggage handlers so they can prioritise the controls on the aircraft. Today that priority is not as high due to the pressure to complete the baggage transport process. Furthermore, with increased possibilities to service the aircraft, the respondents also added the opportunity to perform water replenishment under the peak period. Today it is not always possible due to limited time. With additional time, Bromma airport has the possibility to increase its capacity to handle more aircraft without increasing staff.
“The whole structure, how we work becomes much more alive. For example, you would be able to have two arrivals within a very short time span...we can look over how we work. Today we have a structure where you have the arrival and departure of the same flight. But if it was possible to tie an employee to a task and not so many different, it would be possible to have three arrivals just after one another. The employee can walk from stand to stand and the driving becomes unnecessary.” – Respondent in G4
The structure for handling baggage transfers would be simplified and not take up any additional personnel with an automated baggage truck process. Other challenges the respondents mention was the infrastructure at Bromma airport. With automated vehicles, changes would need to be made to guarantee security. The routes the baggage trucks take today should be redesigned for the purpose of automated vehicle in order to combat the sceptical attitude regarding to what extent the automated vehicle will give way for aircrafts.
“We would need to have surveillance over the automated vehicles, someone watching. We need knowledge transfer so we feel we have trust in the employees handling the automated vehicles.” – Respondent in G4
