Airport Operators
Baggage Handling Study
Baggage Handling Study
With a desire to increase passenger numbers, Stansted Airport’s baggage handling operation was under increasing strain (particularly during peak periods) and exceeding perceived capacity limits. Develop Consulting was engaged to review current operations, identify capacity constraints and forecast demand growth from 2025 to 2029 and thereby ensure the system could meet future requirements.
Results
- Savings and revenue creation in excess of £240k
- Reduction in SLA queue breaches
- Reduced dwell time for passengers in check-in by 2 minutes
- Flex area created to optimise check-in desks
- Baggage belt capacity increased
- Positive feedback from all incumbent airlines
- ROI of 9:1
About the Programme
The objective was to fully utilise all check-in desks during morning peaks whilst also accommodating flexible arrangements for other airlines.
Additionally there was a need to address queue breaches of passengers waiting on the forecourt, due to high demand for manual check-ins and insufficient queuing capacity.
Finally, resolving recurring issues with kiosks, conveyor belt systems, and other equipment, which were causing daily engineering problems, was also crucial for improving the overall operational efficiency and enhancing the passenger experience.
Solutions
Develop Consulting initiated a comprehensive process assessment by leading a cross-functional process mapping session to understand the original and current process set-up. During this activity, an ‘ideal’ process was defined and Develop Consulting were subsequently tasked to drive the project implementation of the identified improvements.
To increase capacity and optimise operations, DC led the relocation of the EasyJet check-in desks to a more optimal location, which effectively increased the capacity of the baggage belts. Additional extra queuing spaces were established to accommodate passenger overflow, ensuring smoother operations during peak times.
Develop Consulting also supported several technological upgrades which were critical to making the most effective use of the available space. These included increasing the number of self-service kiosks by 20%, significantly streamlining the check-in process for passengers, and leading the reorganisation of the check-in process by switching the ‘AAA’ document check with the bag tag process, resulting in a more efficient queuing system.
Throughout the project, DC engaged with the ground handlers team to drive process improvements, enhance communication, and boost team morale through collaborative working.
