NATIONAL AVIATION UNIVERSITY Air Transportation Management Department

TERM PAPER

On discipline“Basis of systems theory and management” Topic: «Airport as a complex system on the example of Boryspil»

Kyiv 2012
NATIONAL AVIATION UNIVERSITY

Department of air transportation organization

TASK for course paper preparation student Roksolana Novytska

Topic of the term paper: “Airport as a complex system”_______________________

1. Period of term paper preparation: since ________2012 year till_______2012 year.
2. Stages of term paper preparation: * …
3. The task was given by________________________________(_______________________) (signature) (name) “______”____________2012year.
6. The task taken for solving _____________________ (signature of student)

The term paper grade ______________________________________
The head of the commission: ________________________________________________”___”__________2012 year.
Members of the commission: ___________________________________________________________

Abstract

Total volume of course work is 37 pages. Contains 22 figures and 5 references. The aim of the thesis is to investigate Boryspil airport in terms of Systems analysis course. The work includes theoretical studies of all aspects of the theory of system analysis, methods of investigation of airline as a system. Completed detailed analysis of the air transport industry of Boryspil company, investigation of its correlation with environment. Also there was carried out exploration of structural specialties of company in view of its components and its colleagues. While preparation to the course project there was used such program as word processor Word. Keywords: AIRPORT, SYSTEM, SYSTEM’S STRUCTURE, COMPONENT, ELEMENT, PROCEDURE, DEPARTAMENT.

Content

List of symbols, units, acronyms and terms……………………………………….…5
Introduction…………………………………………………………………….…..….6
Chapter 1.Description of the airport in terms of systems theory ….………..…………7
Chapter 2. Characteristics of the system and its properties ………………………….11
Chapter 3. Description of the structure of the airport (for multiple features) and the structure of its subsystems, their analysis……………..…………………………….…11
Chapter 4. Description of the environmental features of the transport company…..…19
Chapter 5. Analysis of the main activities of the airport, identifying the main goal,other goals, building the “objective tree” of the airport……………………22
Conclusions……………………………………………………………………………35
List of references………………………………………………………………………37

List of symbols, units, acronyms and terms
AGH aircraft ground handling.
AIS Airport information system
APC airport political council
ATC air traffic control
AUS Airfield Upkeep Service
CCRA central control room of an airport
CMS chief mechanician service
DLS Department of logistical support
DMFER Department of marketing and foreign economic relations
ED Engineering department
EEFSD Electric Power Engineering Flight Support Department
EPD Environmental Protection Department
EPLESS Electric Power and Light Engineering Support Service
FIS Federal Inspection Services
FLS Fuels and Lubricants Service
GFMD Ground facilities maintenance department
HD Handling department
HESS Heat Engineering and Sanitary Support Service
HESSS Heat Engineering and Sanitary Support Service
KBP ICAO code of Boryspil
LCGCG Load center gravity calculation group
LEFSD Light Engineering Flight Support Department
LEM Lifting equipment maintenance and repair area
MAP Metalworker and assembly procedures area
MD Maintenance depot
PMD Planning and management department
RCD Repair and construction department RIA regional international airport
SA Systems analysis
SSV Service of Special Vehicle
TED Technical equipment department

INTRODUCTION One of the most perplexing problems with small, medium, or large system development programs is simply being able to deliver a system, product, or service without latent defects on schedule, within budget, and make a profit. In most competitive markets, changes in technology and other pressures force many organizations to aggressively cut realistic schedules to win contracts to sustain business operations. Many times these shortcuts violate best practices. Most people think of a system and its operating environment in physical terms, however, some systems may be virtual such as those centered around political or cultural systems. Regardless of whether a system is physical or virtual, we can characterize them in terms of form, fit, and function using their structural framework as the point of reference. Every system has a mission or a reason for its existence as envisioned by its acquirer, users, and stakeholders who expect the system to provide purposeful value and a return on investment. System missions require timely execution of a series of performance-based operations and tasks. The System Operations Concepts, which structure a system mission into specific operations and tasks, serve as a framework for identifying system capabilities to be provided by the system to accomplish mission objectives. System is a collection of components, subsystems and/or assemblies arranged to a specific design in order to achieve desired functions with acceptable performance and reliability. The types of components, their quantities, their qualities and the manner in which they are arranged within the system have a direct effect on the systems reliability. Often, the relationship between a system and its components is misunderstood or oversimplified. A subsystem is a major component of the system which is made up of two or more elements. These elements are normally interacting and depending. The subsystem of a system interact to obtain their own purposes and the purpose of a system into which they are invented. Concept is an expression of a planned action that leads to achievement of an objective. System engineering requires development of a strong foundation in understanding how to characterize a system, product, or service in terms of its attributes, properties, and performance. The main task of this work is to analyze an implementation of systems analysis in aviation sphere. As Ukraine is quite large with its territory and it wants to be connected with each corner of globe, it has plenty of airports. There are four hundred and twelve airports in Ukraine and our country takes 21st place in the top-rank by that quantity. Seventeen of them are of state importance. The Boryspil Airport is the biggest and the most important. It is fortunately located in the intersection of air routes connecting Europe and Asia. This geographical fact allows to establish an aviation hub on its base. Airport was founded in June 22, 1959 on the base of the military airfield. It is located at 18.5 km east to Kiev. It serves 62% of the international air transportation in Ukraine. In 2011 the airport handled 8 million passengers. On the day of the final match of the football championship of Euro-2012, July 1, the international airport Boryspil handled 630 flights (358 arrivals and 272 departures). Daily maximum of passengers using services of the airport was 39 317 people.

Chapter 1. DESCRIPTION OF TRANSPORT ENTERPRISE USING TERMS OF SYSTEMS THEORY The utilization of system approach in terms of core principle for operation, development and research of any systems (in our case, it is Boryspil) is needed to know certain terms and definitions. Airport is an air transport enterprise intended for handling of the aircrafts flights, reception and departure of passengers, luggage, cargo, mail with the help of airfield, terminal, other special buildings, equipment and personnel.

Airport is a part of aviation transport system that conditionally transforms an aviation transportation from the aerial mode of functioning to the ground one. An airport is the place of interaction of four main constituent parts of an aviation transport system: - The airport itself, that may include a part of air traffic control (ATC) system; - Aviation companies/airlines; - ATC systems; - Consumers. Actually the airport is the point where the motion type conversion from air type into ground one. Any airport is a system and a system is an integrated set of interoperable elements, each with explicitly specified and bounded capabilities, working synergistically to perform value-added processing to enable a User to satisfy mission-oriented operational needs in a prescribed operating environment with a specified outcome and probability of success. • by “an integrated set” is meant that a system, by definition, is composed of hierarchical levels of physical elements, entities, or components. • by “interoperable elements” is meant that elements within the system’s structure must be compatible with each other in form, fit, and function, for example. System elements include equipment (e.g., hardware and software, personnel, facilities, operating constraints, support), maintenance, supplies, spares, training, resources, procedural data, external systems, and anything else that supports mission accomplishment. A subsystem is a major component of the system which is made up of two or more elements. These elements are normally interacting. An airport is the place of interaction of four main constituent parts of an aviation transport system: - The airport itself, that may include a part of air traffic control (ATC) system; - Aviation companies/airlines; - ATC systems; - Consumers.
Fig.1.1 General diagram of airport functioning system

As systems, airports comprise three sub-systems to:

• move passengers and cargo to and from airports – delivery stage

• prepare passengers and cargo for air transportation – terminal stage • oversee the physical movement of aircraft at airports – ramp stage. Concept is an expression of a planned action that leads to achievement of an objective. Principle is a guiding thought which is based on empirical deduction of behaviours or practices which proves to be true under most conditions overtime. Process is a sequence of operations or tasks that transform and add value to the inputs to produce a product. They are normally subject to external constraints which are imposed by regulation or decision authority. Operation is a collection of outcome-based tasks that are required to satisfy an operational objective. A task of a system is an application of techniques and methods, and tools which help to add value to a set of inputs. To produce a product that meets the standards established by formal or informal agreements. Practice is a system approach which employs methods and techniques which have been demonstrated to provide results that are generally predictable and reputable under various operating condition.

Fig.1.2. Basic System Entity Construct

Fig.1.3. Analytical System Entity Construct Capability is an explicit, inherent feature activated or excited by an external stimulus to perform a function (action) at a specified level of performance until terminated by external commands, timed completion, or resource depletion. Function is an operation, activity, process, or action performed by a system element to achieve a specific objective within a prescribed set of performance limits. Functions involve work—such as to move a force through a distance, analyze and process information, transform energy or physical properties, make decisions, conduct communications, and interoperate with other operating environment systems. Performance is an quantitative measure characterizing a physical or functional attribute relating to the execution of an operation or function. Performance attributes include: quantity (how many or how much), quality (how well), coverage (how much area, how far), timeliness (how responsive, how frequent), and readiness (availability, mission/operational readiness). Main function of any airport is to provide aircraft takeoff and landing. If it is necessary an airport may also provide loading and unloading of commercial cargo, shifting of crew, aircraft ground support and passenger handling. An aircraft uses runway, taxiways and the ramp after approach on landing and before parking. Passengers that arrived and expecting departure pass the inspection and supervision at the airport services. Any airport can be conditionally considered as production system that consists of airfield, air navigation, ramp (apron) and terminal complexes supplied with auxiliary departments that provide their functioning. Regardless to the size any airport structure must ensure fulfillment of the following functions: - aircraft ground support handling and flight supply; - assurance of airlines functioning; - air navigation support of flights; - governmental functions (agricultural, customs, immigration, medical inspection and military application); - non-aviation activity that is necessary for airport economical steadiness. Airport activity includes aviation and non-aviation activities. The aviation activity is the industrial and economic activity of legal entities and individual entrepreneurs in field of flight supply, receiving and departing of aircraft, passenger handling, luggage, cargo and mail processing that take place within the area of the airport and is performed on a merchant ground following the approved requirements of aviation and flight safety support. The non-aviation activity includes other activity within the airport area directed on support of passengers handling, such as retail trade and catering, car parking services, currency exchange, etc.

Amount of incomes from air transportation support and those of other non-aviation services have following ratios:

- at small airports - 66% and 34%; - at medium sized airports – 60% and 40%; - at large airports - 73% and 27%. Thus airports become more profitable owing to application of justified philosophy of revenue assurance. Arrangement of the airport functioning is made in such way to increase the income from non-aviation activity without reduction of airport throughput. Administrations of many world airports have developed the efficient methods of non-aviation activity estimation and maximization of its incomes.

Chapter 2. CHARACTERISTICS OF THE SYSTEM AND ITS PROPERTIES Classification of systems can be carried out on the set of criteria. Classification of systems is often impossible to be determined and depends on its objective and resources. Our example is Boryspil airport
Based on a system’s relation to environment: ➢ Open system (exchanges its resources with environment)
Based on the origin of a system (elements, connections, subsystems): ➢ Mixed system (economic, technical, organizational structures etc.).
Based on the description of the system’s variables: ➢ Mixed qualitative – quantitative type (includes qualitative and quantitative variables).
Based on laws description that refers to functioning of a system: ➢ Parametrical system (a law is known within the parameters and this law can be related to the class of independence, i.e. the parametrical system contains parameters);
In accordance with the type of a system control (in the system itself): ➢ Systems controlled within the system (self-controlled or self-regulative system, this system is automatically controlled and regulated, and automatically adaptable, it adapts with the help of controlled state changes that in their turn self-organize the system, i.e. the states change their structure optimally in time and space. This helps to organize the structure under the influence of inner and outer parameters); It is also large, complex and tangible.

Chapter 3. DESCRIPTION OF THE STRUCTURE OF THE AIRPORT AND THE STRUCTURE OF ITS SUBSYSTEMS, THEIR ANALYSIS By nature of the fact that they are among the largest public facilities in the world, airports play significant roles in shaping the economic, political, and social landscape of the communities they serve. As such, airport management must assume the responsibility for leading the airport in positively contributing to the local economy, maintaining good working relations with the airport’s users and surrounding community while minimizing the impacts that airports have on the surrounding natural environment. Maintaining this balance of roles is perhaps equally as challenging as maintaining the operations of the airport itself. Airport consists of production and administration departments.The airport manager’s primary duty is the safe and efficient operation of the airport and all its facilities regardless of its size. However, at least in the larger commercial airports, the manager does not have direct control over most aeronautical activities. He or she must deal with all groups and individuals who use the airport facilities. These include representatives of the airlines who schedule flights, maintain and service their aircraft, and process passengers; all segments of the general aviation community, including FBOs and individual and corporate owners and operators of aircraft; federally operated and contracted air traffic management personnel; and federal customs, security, and border patrol employees. Management organizational structure is totality of management personnel departments, which provide distribution of functions and authorities entrusted on management personnel, interconnection and subordination of these departments. Development of organizational structure is influenced by features of every separate airport, as an object under control and its place in the system of aviation transport control (centralized or regional), by goals, functions, methods, processes and control technique, qualification of management personnel.

Main directions of airport management are defined by airport political council (APC), which collaborates with society through certain channels. The main task of airport political council is general management by chief executive – airport director. Chief executive runs an airport operation in the limits of tasks, defined by political council, which regulates and supervises over their execution. Fig.3.1.Typical diagram of airport management

In an ideal situation APC defines just general directions of an airport activity and does not influence its current operation.

Chief executive focuses his attention on airport operation but doesn’t define general directions.

General functions of APC include: • Goals and tasks of administration; • Determination of funds level, which can be used; • Determination of service standard and necessary amount of air and ground vehicles. Main purpose of APC – is fulfillment of tasks of airport and inhabitants of airport region. Executive officers of airport, in ones turn, are clearly aware, that critical remarks appear not only concerning tasks, but also concerning their embodiment into daily airport activity. Daily management by the airport operation is really carried out by its departments or services, which report to the directorate of airport through their chiefs.

A lot of airports management departments and financial department can be united into single department depending on some features. There is no administrative structure being ideal for any airport. Airport structure also depends on role of administration. Fig.3.2.Typical structure chart of 4 basic airport departments Organizational structure of airport management production departments must provide: – representation of activity content of departments, as an object of management and basic management elements: aims, principles, methods, functions, steps, stages of decision making and aim achievement; – flexibility, correspondence to changes, which take place in object of management and external environment: outbreak of new aims, prolongation of current functions; – concentration of similar management functions and procedures related with determination of development strategy of airport and air transportation (planned-control functions) mainly on highest levels of management; – specialization of lower stages of structure in management of production processes; – concentration of authority and responsibility in solving of each management task due to advisable redistribution of competence on each level. Administration can solve different tasks with minimal contribution into fulfillment of majority of internal airport tasks (USA pattern) or directly solve these tasks (European pattern).

Borispyl airport management:
1. Airport management is carried out by the body of governmental executive authorized to manage property and by director, with whom contract is drawn up. Airport defines management structure and approves staff list on its own opinion.
2. Decisions on social-economic issues related with airport activity, are developed and approved by its management bodies with participation of staff or authorized body – staff committee.
3. Airport staff consists of all citizens, which take part by their work in its activity under contracts or labor contracts, and also under other norms, which regulate employment relationship of an employee with an airport (legal entity).
4. Management of airport activity is carried out by general director appointed by the body, authorized to manage property, on duration term no less than 5 years.

Fig.3.3. Boryspil structure diagram Boryspil Airport occupies area of about 10 million m2, the airport infrastructure comprises more than 200 different facilities, including two parallel runways: Runway-1, 4000 m long and 60 m wide equipped with navigation aids according to ICAO III-A Category and Runway-2 with dimensions 3500 x 63 m equipped according to ICAO I Category. The runways have precise marking and well-equipped lighting systems. The airfield includes 6 aprones and 29 taxiways. [pic] Fig.3.4. Boryspil Layout KBP serves 4 terminals and new development program for it is being designed. Fig.3.5.Boryspil Terminals The newest terminal is Terminal F. Terminal F started handling regular flights as of October 31, 2010 with an initial capacity of 900 passengers/hour. The terminal is not equipped with jetways as it was originally meant to serve as a low-cost airlines terminal, however the higher level of service offered lead to the transfer of many scheduled European and Asian carriers to the terminal.

The opening of Terminal F greatly reduced the overcrowding at Terminal B, which had previously been Boryspil's only operating international terminal. Upon opening of Terminal F and expansion/reconfiguration of Terminal B's airside departures to serve domestic flights, the airport was able to close the largely outdated domestic facility - Terminal A.

Fig.3.6. Terminal F layout and facilities Although KBP has multiple buildings it is very easy to reach from one terminal to other. At the exit of the Terminal A you can find a free shuttle bus circulating between the terminals every 20 minutes. Approximate travel time: 5-7 min Fig.3.7. Connection of the terminals. Shuttle system Airlines presence at Kiev Boryspil is massive with a total number of 21 airlines having an active presence here. The biggest airline is Ukraine International Airlines with 38% of the airport destinations.Kiev, Borispol is the main airport in terms of routes for Ukraine International Airlines. Fig.3.8. Airline usage of Boryspil Other airlines operating in this airport are flydubai, Germanwings, Wind Jet, Austrian, Lufthansa, Alitalia, Iberia, LOT, Estonian Air, Air Baltic, Adria Airways, British Airways, Delta Air Lines, Turkish Airlines, Finnair, SAS, Air France, MALEV, KLM Royal Dutch Airlines and Royal Jordanian. KBP serves 62% of international air travel in Ukraine. From Kiev, Boryspil there is a huge choice of countries to fly to 49. In terms of destination, the most popular country is Germany with 8% of the airport destinations.
Fig.3.9. Destination map flying from Boryspil Fig.3.10. Percentage of destinations usage

Chapter 4. DESCRIPTION OF ENVIRONMENTAL FEATURES OF TRANSPORT COMPANY The aviation environment is strictly regulated in any case. Airport activity should be internationally standardized too. Aviation authorities of Ukraine are subordinating all Boryspil activities. According to the Decree of the President of Ukraine of 09.12.2010 № 1085/2011 "On the optimization of central executive bodies" formed the State Aviation Service of Ukraine. Decree of the President of Ukraine from 06.04.2011 № 398/2011 approved the Regulations of the State Aviation Service of Ukraine (Ukraine DerzhAviaSluzhba), which is the central body of executive power.

The main tasks of the State are:

• proposals for public policy in the field of civil aviation and airspace use;

• implementation of state policy in the field of civil aviation and airspace use;

• state control and supervision of the safety of civil aviation;

• organization developing the legal framework for the regulation of activities in the field of civil aviation;

• certification and registration of objects and subjects of civil aviation and air transport licensing;

• regulate the use of airspace and air traffic management;

• organization of air traffic;

• facilitate the pursuit of foreign and international law for civil aviation.

The Air Code of Ukraine is the main law that regulates civil aviation activity in our country has airports classification in the general scope.

In its Chapter VІІ "Airfields and airports" item 48 "Airports" it is set that according to purpose of an airport it shall be domestic or international.

International airports should provide customs inspection, passport check, sanitary examination, safety check and other kinds of check stipulated by valid legislation. More precise airports classification in Ukraine is fulfilled according to following factors: - categories; - status; - possibility to receive certain types of aircraft. There are following types of airports according to the categories: - state airports; - regional airports; - domestic airports located in regional centers, large industrial centers and resorts. The following types of airport are distinguished according to its status: - international, that supply flights to far abroad and CIS countries; - international, that supply CIS transportation flights only; - domestic – that handle internal Ukrainian flights. Due to that document Boryspil is regional international airport. It is a state civil aviation enterprise and in Ukraine it is in the field of State Aviation Debt management of Ukrainian Ministry of Infrastructure. The airport commits its industrial and economic activity on the ground of complete cost accounting and self-funding. All property of the airport is the state property and is owned by the airport under the right of complete economical possession. The Statute (Charter) is the main document that regulates the airport activity.

The Boryspil activity is organized and fulfilled according to normative regulations of Ukraine, that settle the civil aviation activity in the country, and also normative regulations of the State Aviation Debt of Ukraine and other valid normative regulations which regulate airport activity with the view of safe, scheduled and efficient flights, passengers and transportations handling. Boryspil has a right for a foreign economic activity independently, according to current legislation of Ukraine and approved international laws. Foreign economic activity of the airport consists in, first of all, commercial service of both scheduled and unscheduled passengers air transportations, and also non-aviation activity.

Commercial rights and rights for service of international air transportations are acquired by the RIA under international agreements between Ukraine and foreign countries, and also under direct agreements with its own foreign partners that do not contradict valid legislation of Ukraine.

Regional inspectorate on flight safety is a body of “State Aviation Debt” of Ukraine on flight safety supervision. Regional inspectorate activity is directed on unconditional compliance with the requirements on flight safety by all authorities. RIFS is governed by the chief of the flight safety inspectorate department, who is submitted directly to the general director of an airport. Circulations and inspection orders of the chief of flight safety inspectorate department can be cancelled by airport general director and Chief of the flight safety inspectorate of “State Aviation Debt” of Ukraine only. Regional inspectorate on flight safety is authorized to carry out supervisory and organizational activities, issuing of directives, implementation of which is necessary, inspection orders and other activities, directed on flight safety support, namely:
Flight safety state supervision;
Supervision over technical state and operation of airfields and aircraft;
Activities for preventing of air crash, aviation incident and other violations, which influences the flight safety;
Supervision over development and implementation of activities directed on preventing of air crashes and other violations related with flight safety;
Participation in development of documents, those regulate an activity of an operating enterprise if its executives don’t comply or can’t comply certificate requirements;
Accounting of violations which create hazards at the airport;
Development of preventive actions, recommendations and proposals on flight safety support together with other departments;
Participation in air crash investigation, aviation incidents related with flight safety, investigation data elaboration;
Daily supervision over airport and landing systems availability by I and II categories. Being actively integrating to Europe, Kyiv Borispyl Airport performs all tasks in accordance with ICAO and IATA manuals.

Considering internal environment, from the point of air transportation magager the most important issues are passengers access to the airport and hanling procedures. SKYBUS Despite the distance from Kiev to a distance of 17 km, the airport is the capital. The road between Kiev and the airport - a modern highway, on which day and night moving stream of cars, including the frequent buses SkyBus - comfortable and economical transportation that connects the metropolitan transport "hubs": aircraft with the bus and railway junctions Kiev. If you need further follow - refer to the sections bus and train tickets and flights and arrival and departure board of another capital airport "Kiev" (Juliani).

Fig.4.1. SkyBus and his route HANDLING COMPANIES The new terminal D Boryspil airport ground handling will be provided by the three companies: airport’s own handling, Aerohendling and Swissport. Swissport assists 90% of airport activities. Swiss company was recognized as the best service provider and received the right to provide services in the new terminal. This company will be responsible for passenger registration and shuttle buses to the aircraft, maintenance of bridges, alignment and control loading of aircraft. Passenger service company intends to use its own special apron low floor buses and ladders. New equipment was purchased and is already at the airport.

Chapter 5. Analysis of the main activities of the airline, identifying the main goal, other goals, building the “objective tree” of the airline Airport "Boryspil" received Certificate of State Aviation Service of Ukraine to provide services for passengers and luggage. Thus, the airport "Boryspil" has become the first operator in Ukraine, providing a full range of services for airlines, including passenger services, ground handling of aircraft, cargo handling.

Terminal Area Passenger movers To speed up the passenger movement through the terminal and to reduce the inconvenience of walking long distances to boarding the aircraft flights or to reach landside exits, some airports have turned to passenger movers. Several technologies are available, covering a broad spectrum of cost: buses, mobile lounges, moving sidewalks, and automated guideway systems. The choice of any of these involves a consideration between their service characteristics and cost (capital and operating) against those of adding new gates or terminal wings. This consideration is very sensitive to the rate of use, the specific vehicle chosen, and the cost of gate construction. Passenger movers tend to be more cost-effective than gates if the rate of application is high. Variation in traffic load is also important, and analysis indicates that passenger movers are best suited to serving those locations and intraterminal trips where there is a great fluctuation in demand. Ticketing Airlines normally rent ticket counter space from the airport operator and manage this space on an exclusive-use basis. This leased area may include office space for administration and baggage handling. Airline personnel staff the ticket counters and operate according to procedures and standards set by the individual airline. Baggage handling The handling of baggage, especially baggage claim at the flight completion, is a common and - for passengers - particularly onerous reason of delay in terminals. At most airports, baggage handling is the responsibility of the individual air carriers, but some airports apply an integrated baggage processing service - either with airport personnel or on a [pic] Fig.5.1. Passenger travel through the terminal procedures. contract basis – with the purpose of speeding up the process and reducing the cost. Reduction of the delays and passenger inconvenience associated with baggage handling has been approached in three ways: more efficient procedures for check-in and claim, automated handling and sorting, and elimination of some baggage handling by encouraging carry-on baggage One of the simplest and most widely applied methods to expedite baggage handling is curbside check-in. This separates baggage handling from other ticket counter and gate activities, thereby disencumbering those locations and allowing baggage to be re-gathered and moved to aircraft more directly. Another method is replacement of the baggage claim by rotating table with loop conveyor belts that allow passengers greater access to their baggage without increasing the size of the claim area. Sorting baggage, moving it to and from the apron, and aircraft loading and unloading are time-consuming and labor-intensive procedures. Technologies to improve this process include high-speed conveyors to transport baggage between the terminal and the flight line, often used in conjunction with pallets or containers that can be put on and taken off aircraft with labor-saving equipment. Computerized baggage sorting equipment, capable of distributing bags with machine-scanning tags, has been installed at some airports. These devices are not yet completely satisfactory because the encoding and scanning of tags are time-consuming and somewhat unreliable. Passenger security inspection Passenger security inspection occurs in concourse corridors at entrances to terminal gate areas or at the entry to gate lounges. Equipment configuration and staffing are the primary factors influencing capacity. Corridor width often controls inspection capacity, determining the number of inspection channels that can be set up. Each channel consists of metal-detecting device (magnetometer) through which a passenger walks and one or sometimes two x-ray devices for inspection of carry-on baggage. Inspectors may undertake additional examination at their distribution, including hand searching of carry-on items and close detection (using a hand-held magnetometer) of individual passengers. Security is often supervised by the airport operator. Sometimes airlines, in cooperation with the airport operator, hire security personnel themselves and establish their own procedures to supplement or replace those of the airport operator. Increased attention to possible terrorist threats has forced a number of airlines, especially overseas carriers, to augment their security inspection procedures. Because of the steady throughput of passengers served at most security inspection areas and because the security inspection is among the last of several possible barriers facing departing passengers, short-term capacity of this component is the primary concern - lines typically build and clear over short periods. Assessment of delays related to security inspection is usually made with respect to a rush one-hour period, but attention should also be drawn up to the shorter time over which service quality can reduce. The timing of passengers' arrival at the gate for flight departure determines the basic demand on security inspection facilities. Patterns of this timing have been documented at specific airports. When such data are not available, arrival patterns can be estimated from passenger arrival times at the airport if allowance is made for the several parallel paths by which passengers reach the security inspection area. In addition to passenger demand, other people accompanying passengers to the gate area - nontravelers - typically must pass through security inspection as well. Processing rates at the security inspection area are affected by the number and size of pieces of hand baggage carried on. Holiday travelers, tourists, and business travelers seeking to avoid checking baggage might have a larger number of items to be inspected. High percentages of passengers in wheelchairs or children in strollers might also lead to slower processing. To reduce the total number using the security inspection area, many airports have posted signs discouraging nontravelers from entering the secure area. This restriction is enforced in some airports by requiring passengers to show their tickets or boarding passes before entering the security inspection area. The sensitivity of magnetometers can be varied to pick up smaller amounts of metal on the passenger's person. Less sensitive settings will tend to decrease average service time by reducing the frequency of intensive inspections. When passengers arrive at rates exceeding the service rate of the security inspection area, long lines are formed. The delays associated with waiting in this line are the principal basis for judging about the service level of the passenger security inspection area. In some situations, space for passengers to line up may be limited, and crowding might become another important element of service level. New technology for inspection cargo and baggage is being investigated. The aim is both to speed the inspection process and to increase the thoroughness and reliability of detection. The new systems under development make use of improved bomb and explosive sensing techniques such as vapor detection, bulk detection, and computerized tomography. Customs and immigration Passengers, arriving on international flights, must generally undergo customs and immigration formalities at the airport of their initial landing in the United States. Federal Inspection Services (FIS) conducts these formalities, which include passport inspection, inspection of baggage and collection of duties on certain imported items, and sometimes inspection for agricultural materials, illegal drugs, or other restricted items.

Services related with air traffic control, apron and cargo and postal terminal, chief mechanician service (CMS) are submitted to first (senior) deputy of general director, airtraffic control is provided by central control office of an airport. Activity of the central control room of an airport (CCRA) includes:
Arrangement of effective daily planning of air transportations;
On-line (urgent) management and updating of airport services activity directed on duly departures of aircrafts according to the daily plan of air transportatins;
Arrangement of inquiry office (info) work;
Logistical support of an aircraft ground handling and the accounting of the payment for services. Apron complex (RAMP-HANDLING) is one of the main departments, which define features of certain airport functioning. Apron Complex directly provides air transportations at the airport, that’s why you, as an future expert in transport technologies, should be perfectly familiarized with its structure and functions.

This department at International airport “Borispyl” is named НОПС (AGH) – aircraft ground handling.

Fig.5.2. Organization chart of Apron Complex of Boryspil Apron Complex general management is carried out by apron complex Chief or CCRA chief or his deputy, which are directly submitted to the first deputy general director. On-line management of Apron Complex working shift is carried out by shift director, who is directly submitted to the CCRA chief or his deputy. Apron complex includes: • Service and payment accounting group (SPAG) under CCRA; • Load center gravity calculation group (LCGCG) under CCRA; • Handling department (HD); • Technical equipment department (TED). Apron complex activity consists in planning and organization of duly aircraft ground handling at an airport according to the requirements of IATA Standards about ground handling, Aircraft take-off preparation job cards and other regulations. Apron Complex functions:
Planning according to the daily schedule, application of technical and human resources;
Organization and execution of radio broadcasting with arriving aircrafts to clarify kinds of ground handling procedures and to prepare for their execution;
Supervision and assurance of ramp equipment and parking bays availability for aircraft receiving ground handling;
Supply of aircraft parking and execution of procedures according to the accepted handling technologies;
Planning, arrangement and performing of aircraft ground handling on ramps using aircraft ground support equipment according to the IATA Standard agreement about airport handling or handling on request;
Calculations and exaction of airport taxes, collaboration with cargo handling services and РАХ-САRGО-НАNDLING services;
Supervision and concordance of aircraft ground handling procedures, decision making in emergency situations (if necessary). Management functions at each structural subdivision are carried out by senior controller of the proper group or department, and at apron complex maintenance department - by shift foreman. Technical equipment controller is involved into services and payment accounting group and is submitted to the services and payment accounting group controller. Chief Mechanician Service of the Airport (CMSA) is also in the scope of the airport Senior Deputy of General Director functional management. The CMSA is assigned for operational upkeep and support of continuous operation of ramp mechanization equipment, equipment for passengers, baggage and cargo handling, (carrying and lifting) equipment, trade and utility equipment, airport facilities ventilation and air conditioning systems; automation and mechanization equipment of technological processes. CMSA consists of 5 areas: - Ramp mechanization equipment maintenance and current repair area (RME); - Ventilation and air conditioning equipment, trade, refrigerating and utility equipment maintenance and repair area (VRHUM); - Lifting equipment maintenance and repair area (LEM); - Metalworker’ and assembly procedures area (MAP); - Expendables and spare parts distribution storehouse.

Fig.5.3. Structure of Chief Mechanician Service

All issues on the engineering support of airport functioning are solved by the Airport Technical Director. The following departments are subordinated to the Technical Director:
Engineering department (ED);
Service of Special Vehicle (SSV);
Airfield Upkeep Service (AUS);
Fuels and Lubricants Service (FLS);
Electric Power and Light Engineering Support Service (EPLESS);
Heat Engineering and Sanitary Support Service (HESSS); - Environmental Protection Department (EPD).

EPLES Service provides continuous operation of landing system electric power and lighting engineering equipment complex as well as the system of power supply of the objects of lighting engineering support of flights. It also supports the operation of electric equipment of production and passenger buildings as well as other consumers according to signed agreements. EPLES Service provides technical maintenance of all electric power sources in the buildings and facilities of the airport. It has the responsibility and ensures an energy conservation and energy saving policy in services of the airport.

[pic]Fig. 5.4. Diagram of Electric Power and Lighting Engineering Flight Support Service

EPLES Service includes Light Engineering Flight Support Department (LEFSD), Electric Power Engineering Flight Support Department (EEFSD), Emergency Group and Power Supply Accounting Group. Technical department that deals with aircraft ground support equipment operation is the Service of Special Vehicle SSV. Main functions of SSV are the following:
Delivery of special vehicles for aircraft refueling by fuels and refilling by lubricants;
Delivery of special vehicles for timely and high quality aircraft handling according to technological schedules and established rules;
Delivery of special vehicles for commercial handling of aircraft according to technological procedure;
Transportation of aircraft technical aids and facility cargoes transportation as well as other types of transportation procedures;
Proper maintenance and repair of special vehicles; Special vehicles delivery to cooperation enterprises according to signed agreements;
Support of traffic road safety for special vehicles on the airfield.

SSV structurally consists of three motorcades of vehicles, repair shop and personnel.

The Airfield Upkeep Service is the structural department of a technical complex of airfield technical maintenance and it is directly subordinated to the Technical Director. The main functions of the Airfield Upkeep Service are the following:
Continuous maintenance of the airfield in order to keep its condition that ensures safe and scheduled aircraft flights;
Airfield operational upkeep procedures with the help of special airfield vehicles;
Technical maintenance of special vehicles and equipment, assigned for airfield pavements upkeep, providing their good technical state;
Efficient and reasonable application of airfield technical facilities and equipment;
Support of aircraft and special vehicles traffic road safety on the airfield. The Airfield Upkeep Service structurally includes a motorcade of airfield vehicles, a brigade of airfield workers, technical and engineering personnel. HESS Service – Heat Engineering and Sanitary Support Service includes production boiler heating plant, heat engineering area and sanitary engineering site. The main functions of HESS Service are the following:
Providing of heating boiler plants, extraneous heating networks and internal heating systems, outer and inner sewerage systems and forcing sewage manifolds technical maintenance;
Uninterrupted heat and water supply;
Drainage effluent discharge from production, passenger, municipal and other objects of the airport;
Fuel, energy and water saving and conservation at the airport;
Supervision over technical state of heating boiler plants equipment, heat engineering and sanitary engineering systems and installations. The main functions of Fuels and Lubricants Service are the following: - Fuels, lubricants and special liquids supply at the airport;
Aircraft and ground support vehicles refueling with fuels, refilling with lubricants and special liquids;
Fuels and Lubricants Service operation and development;
Fuels, lubricants and special liquids saving and conservation;
Special actions, intended for flight safety support, labour precautions, fire and ecological safety observance at the Fuels and Lubricants Service objects; - Service personnel education and professional training Fuels and Lubricants Service includes a basic storehouse for Fuels and Lubricants, an aircraft single-point refueling system storehouse, Fuels and Lubricants verification laboratory and a vehicle refueling and loading point. An aircraft is refueled by a group of refueling staff. Under the submission of airport operation and development director there are following department:
Department of logistical support (DLS);
Ground facilities maintenance department(GFMD);
Repair and construction department (RCD);
Maintenance depot (MD). Department of logistical support provides duly and complete delivery of an airport with expendable resources, necessary for industrial and economic activity. DLS functions include supply of airport services with expendable resources, storage of expendable materials stocks and capital assets, supervision over their reasonable application, assurance of necessary inventory audit account and inspection. Ground facilities maintenance department provides proper maintenance of buildings and facilities, engineering supervision over ground facilities state and following of technical regulations and delivery of repair procedures to the airport objects. Repair and construction department provides designing of new buildings, reconstruction of existing buildings, efficient usage of investments, material and labour resources. Maintenance depot provides scheduled amount of procedures for building seasonal adjustment, major and current repairs of buildings, facilities, accommodation, plumbing and heat engineering systems, sanitary appliances and other objects of an airport. Airport administrative director supports coordination and supervision over airport departments activity on observance of regulatory documents of supervisory institutions and airport administration, runs the documents processing and office work at the airport. Under the submission of administrative director there are: assistant of administrative director, рersonnel department, protocol department, airport office, archive, legal adviser, airport hotel, office logistic service and social departments. Protocol department includes following functions: arrangement of meeting and negotiations of airport administration with representatives of foreign institutions and enterprises, support of relations of airport structural departments with representatives of foreign enterprises and institutions, record-keeping. Personnel department provides instruction, additional recruitment and placement of personnel, supply of departments and services with proper employees. Under its submission there are: labor department, salary department and social issues department. Under the submission of sales director there are: department of marketing and foreign economic relations (DMFER), contracts (document) department, prices group, planning and management department (PMD), computer engineering department. Computer engineering department provides: • Development and upgrading of general conception and layout of Airport information system (AIS) structure; • Activity coordination and management of airport structural departments in field of application of computerized control system and computing hardware. The purpose of Planning and management department is planning development and in-line management of production processes (redistribution of employees depending on orders stream), supply of officials with necessary information for decision making. Functions of PMD are development of planning conception, gathering of information and its processing, forming of report system, expenses account, done by airport other department. Organizational and technical support of airport foreign economic relations, marketing research are performed by department of marketing and foreign economic relations (DMFER). It has following functions: • Coordination of airport structural departments relations with foreign economic, finance and other institutions; • Proposals of development and consolidation of relations with foreign institutions based on research of their possibilities; • Negotiations and meetings of airport officials with representatives of foreign institutions; • Analysis of demand satisfaction in field of airport activity and airport services in condition market economy; • Recommendations concerning arrangement of airport commercial activity development and assurance of its efficiency; • Advertising activity. [pic] Fig.5.4. Department of marketing and foreign economic relations structure Formation and arrangement of contractual documents is in charge of the documents (contracts) department, which is also submitted to sales director. Fig.5 .5. Documents department structure Mentioned above functions of airport main structural departments and their chiefs are the most generic. They cover almost all directions of RIA activity. However feature of each specific airport can expand as well as restrict functions of its departments, proper management structure and production structure. These amendments should be specified in the airport statute documents. These abilities exactly provide the status of each airport as an independent enterprise. The method of a tree of the purposes is widely applied for forecasting possible directions of development of science, engineering and technologies. The so-called tree of the purposes closely co-ordinates the perspective purposes and specific targets at each level of hierarchy. Here is presented the tree of purpose Boryspil in form of scheme, indicated goals objectives and tactics.
The main mission is serving as they airport of choice for the transport of people and goods and is an economic catalyst for the Ukraine in SAFE, SMART and STRONG terms.

GOAL A: SAFE

(1) Meet and exceed standards in Airport safety and security.
[pic]Objective A1: Comply with applicable laws and regulations affecting master plan development.[pic]
(2) Maintain and operate "best in class" airport facilities and infrastructure.
[pic]Objective A2a: Comply with applicable laws and regulations affecting master plan development.
[pic]Tactic: Consider total facility life cycle: cost, operational suitability, and condition. Plan for economically sound renewal of
[pic]facilities as they age.
[pic]Objective A2b: Maintain and operate "best in class" airport facilities and infrastructure.
[pic]Tactic: Use condition assessment information to support master plan decision making.
[pic]Tactic: Create robust framework for future implementation of computer-supported asset management program.
[pic]Tactic: Collect appropriate asset data to inform future decision making.
(3) Promote environmental stewardship.
[pic]Objective 3: Promote environmental stewardship.
[pic]Tactic: Evaluate alternatives and study against sustainable elements.

GOAL B: SMART

(1) Provide outstanding customer service.
[pic]Objective B1: Plan for ease of access, clarity of route, and customer-friendly facilities that are hassle-free and provide low
[pic]anxiety.
[pic]Tactic: Improve customer experience at all points of the travel experience.

(2) Promote a positive relationship with airport stakeholders, the community, and neighbors.
[pic]Objective B2: Earn stakeholder support of the plan.
[pic]Tactic: Develop a plan that balances the needs of airport stakeholders.
[pic]Tactic: Collaborate with community and neighbors to ensure input and shared understanding.
(3) Empower employees to assume responsibility for continuous improvement.
[pic]Objective B3: Engage and interact with internal stakeholder teams through periodic meetings at significant junctures for plan input
[pic]and provide communication tools, such as a website, to permit continued engagement.

GOAL C: STRONG

[pic]Objective C: Develop a sustainable airport plan within the framework of the Airport's strategic imperatives.
(1) Expand domestic and international air service.
[pic]Objective C1: Plan cost effective airline facilities.
(2) Strengthen competitive position.
[pic]Objective C2: Ensure convenient FIS access for origin passenger international service.
(3) Ensure fiscal integrity.
[pic]Objective C3: Establish capital plan to inform upcoming airline use and lease negotiations.
[pic]Tactic: Complete the master plan update in 15 months or less.
[pic]Tactic: Provide capital and operating expense estimates within feasible limits to inform negotiations.
[pic]Tactic: Focus on total cost of operation to ensure access to all carriers.
(4) Plan strategically.
[pic]Objective C4a: Develop a single passenger facility concept that can be developed on a flexible timeline in response to demand.
[pic]Objective C4b: Promote growth of non-aeronautical revenues.
[pic]Tactic: Prioritize land use to maximize commercial opportunities after required aeronautical land uses are secured.
[pic]Objective C4c: Develop a plan that supports growth and enables flexible use of facilities to accommodate changed demand.
[pic]Tactic: Avoid construction of facilities that will excessively burden airport finances.
[pic]Objective C4d: Evaluate future scenarios when developing planning alternatives.
[pic]Tactic: Identify facility solutions for all airport users under four alternative demand scenarios.

Fig.5.6. Boryspil tree of purpose

CONCLUSIONS Although Boryspil shows great results. All his systems are working efficient it their proficiency for onr same aim. Last year, the airport was about profit 580 mln. State international airport "Boryspil" plans to serve more than 2 million passengers compared to last year. The growth in comparison with 2011, the last year was over 17%, we assume that in 2013 the barrier of 2 million we will deal with. According to "Interfax-Ukraine", the main prospects for development of the airport "Boryspil" links involving flights in transit scheme handling of passengers, the so-called aviation hub. The market is on straight and now we saturated the increase it is extremely difficult. Now have to work in the aviation hub - handling of passengers traveling from Europe or America to Asia, Southeast Asia, Africa, and in reverse order. The airport recently introduced a first transfer hub and while counting on growth of transit passengers through the beginning of operation the company "Aerosvit" long-haul aircraft "Boeing-767" on flights to Bangkok, New York, Ottawa. Passengers on these flights can be held in Warsaw, Budapest, Prague, Moscow, Tel Aviv, thanks flight with a time gap of one and a half to two and a half hours. Estimated 220 passengers on a flight to Bangkok transit passengers can be from 120 to 160. The main competitor in this area of the airport "Borispil" considers Moscow airport "Sheremetyevo", partly - Frankfurt am Main, Amsterdam, Paris, Warsaw. Boryspil has entered the competition. Environment and infrastructure that passengers went here should be crested, it was more profitable to the airlines to fly through" Boryspil "- the outlined tasks. Airport "Boryspil", located 40 km from Kiev, is the largest international airport in Ukraine, occupying 53% of the total passenger traffic. Serves 52 international routes, 16 routes to the CIS countries and 17 domestic routes. Last year, the airport passenger traffic increased by 17.5% - to 1807 thousand, the number of serviced flights - by 13.9% (to 35.86 million) The share of international passengers is 94% of total passenger traffic. The number of transit passengers in the past year was 23.7 thousand people. Its future aim is becoming an European hub, but its development trends reduce these prospects. The fact that the terminal «F» has a low capacity (1000 passengers), and the terminal «D» has non-hub layout. Terminal «D» is physically impossible with the existing semi-detached terminal "B". "Boryspil" airport could become a hub in the case of the construction and shaping it infrastructure that meets modern aircraft docking station. One step in this direction would be the design of the terminal "E", which has long planned by "AeroSvit". "AeroSvit" can provide a construction of a modern terminal complex, developed on the concept of a hub airport, multi-level parking, hotels, a hangar for aircraft maintenance. Experts believe that almost half of the flight delays at the airport "Boryspil" occurs due to the low capacity of the airport complex and inadequate time for ground handling of aircraft. Alternative plan for the airport, which was developed by the Austrian company ACV, pointed to the necessity of building a new passenger terminal in the period 1996-1998, and its introduction into service in 1998-2000. This need has been confirmed by the dynamics of growth of passenger traffic through the airport "Boryspil".

LIST OF REFENCES
1. Yun G.M., Marinceva C.V. Basics of systems theory and systems analysis: Lecture course. – NAU, 2004. – 68 pages.
2. Orlovsky P.N. Systems analysis. Basic concepts, principles, methodology. – Kiev, 1996. – 368 pages.
3. Seth B. Young, Alexander T. Wells.Airport Planning and Management. Sixth Edition. – New York, 2011
4. Internet resources http://kbp.aero/ http://www.flyuia.com/ua/information-and-services/in-flight/kyiv-boryspil- airport.html

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Detachments of Aviation Security Service

Crash and Rescue Service

Assistant Chief of Aviation Security Service

Air Traffic Arrangement Service

Chief Mechanician Service

Passenger Complex

Mail and Cargo Complex

Apron Complex

Computer Engineering Department

Planning and Management Department

Price Group

Contracts Department

Department of Marketing and Foreign Economic Relations

Building and Repair Depot

Ground Facilities Maintenance Department

Department of Logistical Support

Operation & Building Department

Environmental Protection Department

Engineering Department

Electric and Lighting Engineering Support Service

Fuels and Lubricants Service

Heat Engineering and Sanitary Support Service

Special Vehicle Area

Airfield Upkeep Service

Group of economical support

Legal Advisor (solicitor)

Personnel Department

Hotel

Protocol Department

Archive

Office manager

AD Assistant

Deputy Director –
Chief of Aviation Security Service

Senior Deputy General Director

Sales Director

Director of operational use and development

TECHNICAL DIRECTOR

ADMINISTRATIVE DIRECTOR (AD)

Trade union committee

Labour Protection Service

Civil Defence Department

Regional Inspection of flights safety

Deputy Director on special importance flights

Quality Department

Accounting and Finance Department

Operational area of communication and radio engineering equipment

General Director

MISSION

SAFE
(A)

STRONG
(B)

SMART
(C)

(1)

(2)

(3)

(1)

(2)

(3)

(1)

(2)

(3)