Air Niugini’s (ANG’s) fleet consists of three Boeing 767, two Boeing 737, two Bombardier Dash 8-100*, four Bombardier Dash 8-200*, three Bombardier Dash 8-300* and six Fokker 100 aircraft. ANG has one Boeing 787 on order.
This article below is from a post by Exepreneur on 25th June 2023 on Air Niugini when unforeseen technical difficulties with two of the airline’s Boeing 767 aircraft were both temporarily rendered unserviceable in Brisbane, Australia. This had led to major adjustments in Air Niugini’s flight schedules, disrupting travel plans for passengers both domestically and internationally but incurring the high cost of ownership and one among them is reputational loss.
View LinkedIn Article —> https://www.linkedin.com/feed/update/urn:li:activity:7078528638572253184
“𝘈𝘪𝘳 𝘵𝘳𝘢𝘯𝘴𝘱𝘰𝘳𝘵 𝘧𝘢𝘤𝘪𝘭𝘪𝘵𝘢𝘵𝘦𝘴 𝘪𝘯𝘵𝘦𝘨𝘳𝘢𝘵𝘪𝘰𝘯 𝘪𝘯𝘵𝘰 𝘵𝘩𝘦 𝘨𝘭𝘰𝘣𝘢𝘭 𝘦𝘤𝘰𝘯𝘰𝘮𝘺 𝘢𝘯𝘥 𝘱𝘳𝘰𝘷𝘪𝘥𝘦𝘴 𝘷𝘪𝘵𝘢𝘭 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘷𝘪𝘵𝘺 𝘰𝘯 𝘢 𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭, 𝘳𝘦𝘨𝘪𝘰𝘯𝘢𝘭, 𝘢𝘯𝘥 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘴𝘤𝘢𝘭𝘦. 𝘐𝘵 𝘩𝘦𝘭𝘱𝘴 𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘦 𝘵𝘳𝘢𝘥𝘦, 𝘱𝘳𝘰𝘮𝘰𝘵𝘦 𝘵𝘰𝘶𝘳𝘪𝘴𝘮, 𝘢𝘯𝘥 𝘤𝘳𝘦𝘢𝘵𝘦 𝘦𝘮𝘱𝘭𝘰𝘺𝘮𝘦𝘯𝘵 𝘰𝘱𝘱𝘰𝘳𝘵𝘶𝘯𝘪𝘵𝘪𝘦𝘴” says World Bank.
However, when unexpected technical difficulties arise, airlines face the daunting task of maintaining their operations while ensuring passenger safety.
Air Niugini, the national airline of Papua New Guinea (PNG), is facing a difficult situation as it deals with a longer-than-expected repair time for its Boeing 767 planes.
The Acting Chief Executive Officer, Gary Seddon states that unforeseen technical difficulties with two of the airline’s Boeing 767 aircraft have rendered them both temporarily unserviceable in Brisbane, Australia leading to major adjustments in Air Niugini’s flight schedules, disrupting travel plans for passengers both domestically and internationally.
Beyond the inconvenience to travelers, flight disruptions also have economic consequences. PNG heavily relies on air transport for both domestic connectivity and international trade. Business travelers, who depend on consistent flight schedules, face challenges in conducting their operations smoothly. The country’s tourism sector which has started to recover from the Covid19 impact suffers setbacks due to the disruptions, impacting revenue and employment in related industries.
“𝘋𝘶𝘦 𝘵𝘰 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘵𝘺 𝘰𝘧 𝘵𝘩𝘦 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘥 𝘳𝘦𝘱𝘢𝘪𝘳𝘴 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘢𝘷𝘢𝘪𝘭𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘰𝘧 𝘴𝘱𝘢𝘳𝘦 𝘱𝘢𝘳𝘵𝘴, 𝘸𝘦 𝘢𝘯𝘵𝘪𝘤𝘪𝘱𝘢𝘵𝘦 𝘵𝘩𝘢𝘵 𝘵𝘩𝘦 𝘳𝘦𝘴𝘵𝘰𝘳𝘢𝘵𝘪𝘰𝘯 𝘱𝘳𝘰𝘤𝘦𝘴𝘴 𝘮𝘢𝘺 𝘵𝘢𝘬𝘦 𝘭𝘰𝘯𝘨𝘦𝘳 𝘵𝘩𝘢𝘯 𝘪𝘯𝘪𝘵𝘪𝘢𝘭𝘭𝘺 𝘦𝘹𝘱𝘦𝘤𝘵𝘦𝘥. 𝘞𝘦 𝘢𝘳𝘦 𝘩𝘰𝘱𝘦𝘧𝘶𝘭 𝘵𝘰 𝘩𝘢𝘷𝘦 𝘰𝘯𝘦 𝘰𝘧 𝘵𝘩𝘦 𝘸𝘪𝘥𝘦𝘣𝘰𝘥𝘺 𝘢𝘪𝘳𝘤𝘳𝘢𝘧𝘵 𝘰𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘣𝘺 𝘵𝘩𝘦 𝘦𝘯𝘥 𝘰𝘧 𝘚𝘶𝘯𝘥𝘢𝘺 25 𝘑𝘶𝘯𝘦. 𝘛𝘩𝘦 𝘱𝘢𝘳𝘵𝘴 𝘸𝘦𝘳𝘦 𝘴𝘦𝘤𝘶𝘳𝘦𝘥 𝘧𝘳𝘰𝘮 𝘵𝘩𝘦 𝘜𝘚 𝘢𝘯𝘥 𝘴𝘩𝘪𝘱𝘱𝘦𝘥 𝘰𝘷𝘦𝘳𝘯𝘪𝘨𝘩𝘵
“𝘛𝘩𝘦 𝘰𝘵𝘩𝘦𝘳 𝘢𝘪𝘳𝘤𝘳𝘢𝘧𝘵 𝘸𝘪𝘭𝘭 𝘣𝘦 𝘶𝘯𝘢𝘷𝘢𝘪𝘭𝘢𝘣𝘭𝘦 𝘧𝘰𝘳 𝘭𝘰𝘯𝘨𝘦𝘳 𝘵𝘩𝘢𝘯 𝘦𝘹𝘱𝘦𝘤𝘵𝘦𝘥, 𝘢𝘴 𝘸𝘦 𝘢𝘳𝘦 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘪𝘯𝘨 𝘢𝘯 𝘦𝘯𝘨𝘪𝘯𝘦 𝘤𝘩𝘢𝘯𝘨𝘦, 𝘰𝘯𝘤𝘦 𝘢 𝘴𝘱𝘢𝘳𝘦 𝘦𝘯𝘨𝘪𝘯𝘦 𝘩𝘢𝘴 𝘣𝘦𝘦𝘯 𝘮𝘰𝘷𝘦𝘥 𝘵𝘰 𝘉𝘳𝘪𝘴𝘣𝘢𝘯𝘦,” the CEO says
The Airline adds that it is working closely with its industry partners and evaluating the possibility of ‘wet leasing’ additional aircraft to supplement its fleet and minimize service disruptions.
Reading through this press release you could sense this underlying challenge of a prevalent lack of standisation as well as a lack of strategic foresightedness (i.e. the complexities of the challenges increases with longer time horizons as this brings increase uncertainties and more variables and requires strategic foresightedness to mitigate the risks associated with obsolescence).
Standardisation in physical asset intensive industries, according to “R.A.I” http://reliability.ai/ Chatbot, is a continuous improvement endeavour that aims to lower operational cost, optimise performance as well as improve safety in industries such as in the airlines where safety of people is of the utmost paramount. Standardisation in maintenance refers to the process of establishing and implementing consistent practices and procedures for maintenance activities. This can include standardising equipment maintenance procedures, work instructions and job plans. Standardisation helps to ensure that maintenance activities are performed consistently and efficiently, which can improve equipment reliability, reduce downtime and increase safety. Standardisation can also help to streamline maintenance processes and reduce cost by eliminating unnecessary steps and reducing the need for rework.
The challenge with Standardisation is made harder with obsolescence and unstable BOD and Exec. Mgmnt not providing the strategic foresight to mitigate this risk of obsolescence.
Not many airlines operate B767 anymore and hence parts supply would be an issue. Boeing began developing the B767 nearly half a century ago. The model sold well during the 1980s and 1990s but demand plunged after 9/11 attacks. By 2030 it is expected that Boeing will cease manufacturing of B767. ANG need to move forward faster with the B787 deals to ease up the international routes and free up the 737 for major domestic routes like Lae and Hagen. But this lack of strategic foresight in mitigating the risk of obsolescence can be attributed to instability at the BOD and Exec. Mgmnt levels.
The quicker things change and the suppliers of aircraft fleet parts go out of business then the parts become obsolete. The risk associated with obsolescence includes safety, reputational loss and the economic cost of: re-fleeting the production assets (in this instance the aircrafts); restocking of new inventory of parts to support the new fleet; reviewing of maintenance systems (policies, standards and procedures); and upskilling/licensing of maintenance personnel as well as pilots to maintain and operate the new fleet.