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Largest Mobile Inspection Table (MIT) Installation Goes Live at Miami International Airport 
In 2017, Daifuku Airport Technologies was awarded a design-build project for the new South and Central Terminal checked baggage inspection system at Miami International Airport.  The multi-year project, valued over $100 million (USD), was performed under a guaranteed maximum price contract by Parsons-Odebrecht Joint Venture. It entailed the installation of 12 CTX 9800 machines, over 1,200 conventional baggage handling system belt conveyors, and a checked baggage reconciliation area (CBRA) utilizing an unprecedented 102 mobile inspection tables (MIT).
Daifuku Airport Technologies’ MIT is a revolutionary solution, designed for the use inside of an airport’s CBRA, and implemented as a replacement for traditional belt conveyors and static search tables. The MIT utilizes proven robotic technology to revolutionize operations throughout CBRAs globally and offers benefits to both airlines and airports.  With flexible design parameters, MITs can be modified to function inside of any airport environment without major infrastructure changes.
Bags are loaded automatically onto the MIT unit, which autonomously delivers them directly to the TSA inspection stations, eliminating lifting, twisting, and turning for TSA agents.  Bags are then searched directly on top of the MIT unit and upon search completion, the MT delivers bags back to the appropriate conveyor to proceed onward.  The MITs not only improve room accessibility and reduced noise pollution but more importantly provide TSA officers with efficient and ergonomic enhancements to traditional inspection practices.
The South and Central Terminal CBRAs will operate independently but will share a new common facility that showcases not only the largest MIT installation to date but also the largest automated guided vehicle (AGV) airport industry application in the world.  The system contains 102 MIT vehicles utilizing 52 baggage inspection stations, with room planned for future expansion.
The combined project involved 37 phases, strategically designed to minimize disruption to airport operations during the installation and testing of the new systems. Given each terminal’s myriad inputs, redundancies, and security systems, we are very proud of this accomplishment and recognize the hard work of the many organizations and individuals involved in the installation.
This marks the sixth MIT installation by Daifuku Airport Technologies with previous installations at DTW, CLE, DAL, and two systems at MCO. Commissioning of MITs is also underway at LaGuardia’s new Central Terminal. Last year alone, MIA served 45 million passengers. It ranked third among the busiest airports in the United States for international passengers and set a new annual record for international freight carrying in 2018. The MIA installation was executed in conjunction with the new USD $4- to $5-billion improvement program at Miami International Airport.
About Miami International Airport: Miami International Airport (MIA), located on 3,230 acres of land near downtown Miami, is operated by the Miami-Dade Aviation Department and is the property of Miami-Dade County government. Founded in 1928, MIA now offers more flights to Latin America and the Caribbean than any other U.S. airport, is America’s third-busiest airport for international passengers, boasts a lineup over 100 air carriers and is the top U.S. airport for international freight.
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Largest Mobile Inspection Table Installation Goes Live

Much has been said in recent times about how we as an industry and passengers will adapt to the future of travel.
 
The &#8216;new norm&#8217; as it is often referred to, or the industry &#8216;restart&#8217; has seen the aviation ecosystem look to an unseen future and design new and bespoke methods to see people across the world once again take the skies – and most importantly, stay safe.
 
A surge in technology – both presentation and ideas has seen a revolution in potential adoption across all touchpoints of terminal design – curb to gate.
 
In past months, we have witnessed much debate on the speed of technology adoption and its role in both safeguarding and getting people back to a life in which they are most familiar.
 
But, within solution design, at the heart, must indeed be the customer.
 
The appeal of biometric and touchless technology is fast-growing, with a myriad of market alternatives becoming available. For Adam Matheson, Executive General Manager of Daifuku Airport Technologies, he sees an alternate reality for the immediate future.
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What guides your process? 
The passenger experience continues to guide our approach. At this time, keeping passengers safe is paramount. However, we must also consider the new mind set of travellers in a post COVID environment.
As people begin to resume traveling, we cannot underestimate that levels of anxiety and stress for passengers are likely to be high. 
The immediate future of air travel will require passengers to do more from home, be mindful of new social distancing requirements, in some cases, wear masks, in addition to adapting to new regulations as part of a post COVID world. 
What current research tells us is that visible signs of sanitization will provide passengers immediate comfort. Additional cleaning methods throughout the airport, combined with strategic placement of hand sanitizer, is what people are fast becoming accustomed to as part of stage one across all sectors.
What should the desired approach look like? 
At a time when operational and capital budgets are strained, we have been working with our partners on models that meet their immediate and future requirements.
For many airports; an abrupt shift to touchless technology is not feasible and should not be the only solution to increase safety.
At this time, we need to deliver solutions that meet the essential needs of both airline staff and their customers – with safety and peace of mind being paramount.
We see our function to support both our customers and their passengers to comfortably scale up to touchless technology at a sustainable rate.
<h3 style="padding-left: 40px">&#8220;We see our function to support both our customers and their passengers to comfortably scale up to touchless technology at a sustainable rate.&#8221;</h3>
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How do you see the transition in technology taking place? 
We have witnessed how significant global events of the past have shaped both passenger sentiment and industry response. I do not envisage an immediate migration to touchless, but I think it will challenge traditional thought processes that will see airports and airlines become more adaptive to innovation, questioning the status quo of the past through a new lens. 
Touchless technology by way of mobile phone and biometrics remains a vital part of our development plans. 
However, what we have witnessed, is that technology at a large scale has traditionally had slower rates of adoption within airports due to the capital cost to implement, even though the benefits are clear. 
The proof points are staggering when considering self-service technology and the associated process evolution. It certainly delivers on all the hallmarks of efficiency across the passenger check-in and bag drop process. 
To make touchless truly effective, airports, airlines, and importantly, their passengers need to be ready to adopt new technology. An essential part of our consultation is to assess and assist customers in ensuring both relevancy in ROI and adaptation when considering a digital transformation.
How are you working with airports to achieve this? 
 As a partner that provides both hardware and software, which supports multiple touchpoints throughout the customer journey, Daifuku is in a unique position to be able to take a holistic view of the passenger experience. We work with all internal stakeholders across the airport to get a 360 degree view of who the passenger is and their pain points and barriers to support a best in class journey to enable airports to thrive. 
<h3 style="padding-left: 40px">&#8220;We work with all internal stakeholders across the airport to get a 360 degree view of who the passenger is and their pain points and barriers to support a best in class journey to enable airports to thrive.&#8221;</h3>
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About Adam Matheson
<a href="https://www.linkedin.com/in/adam-matheson-5735052b/">Adam Matheson</a> is Executive General Manager of<a href="https://www.linkedin.com/company/daifuku-airport-technologies/"> Daifuku Airport Technologies</a>.  
With a career spanning over two decades, his expertise has taken him across the globe, working alongside the world’s most prominent companies within the aviation industry. 
His background in electrical engineering, system design and passenger intelligence see’s Adam as an active proponent and thought leader of future focussed technology. Engaged as both a spokesman and commentator on the outlook of the industry, Adam addresses the modern challenges of airports with a revolutionary view on recreating the passenger experience. 
His role within Daifuku Airport Technologies is centred on the exploration and introduction of innovative global digital solutions.

A sustainable approach to the future

Intersystems (A Daifuku Company) has recently completed the installation of their rapidfids, Flight Information Display System, as part of the $40 million expansion of the Whitsunday Coast Airport.
Doubling its passenger capacity, Whitsunday Coast Airport is working through a five-stage upgrade program including  additional passenger facilities, a doubled waiting lounge to comfortably accommodate two simultaneous flights, expanded baggage carousels and security screening facilities, and the relocation of the exit lounge to reduce passenger congestion and waiting times.
The airport has also seen significant interior design upgrades, including the addition of an Augmented Reality (AR) screen where passengers can enjoy two iconic Whitsundays themed AR experiences, and an exquisite 30,000 litre aquarium featuring a stunning mini molded coral heart reef and more than 100 Great Barrier Reef fish species.
The airport itself has been designed as a jaw-dropping first experience of the Whitsundays and memorable last impression as tourists, both Australian and international, arrive and depart from iconic Queensland destination.
The customer-focused upgrade program includes Intersystems rapidfids system, the most advanced flight information display solution, offering real-time display of information across flights, check-in, gates, carousels and more to deliver the best passenger experience.
Senior Executives at Whitsunday Coast Airport were looking to upgrade their system in line with the expansion project, and chose Intersystems due to their large number of successful implementations.
“Whitsunday Coast Airport were in urgent need of a supplier to replace their existing system, and were looking for a company that had a focus on reliability, and a proven history of delivering a complex IT systems, that is seamless and simple for the passenger and their operations team,” said Mr Bruce Allen, Managing Director and CEO at Intersystems.
“They were very interested in a cloud solution and they needed quick installation as the airport has continued to service passengers, while undertaking the significant terminal expansion project. Our team was able to install, commission and train airport staff in just four days, and it has been running successfully since January,” Mr. Allen said.
The rapidfids installation places the Whitsunday Coast Airport at the forefront of airport systems management technology, with the likes of Vancouver International Airport utilising the same communication platform.
Following the first stage of the terminal upgrade project, Whitsunday Coast Airport’s ‘We are taking off’ campaign was awarded the 2019 Australian Airport Association’s Innovation and Excellence Award – Regional Airport for Customer Experience.
Daifuku Airport Technologies provide baggage handling solutions, technology, operational systems, support and equipment for airports globally. Passenger-first technology designs ensure that Daifuku continue to deliver airport solutions that are collaborative, innovative and agile.

Whitsundays Coast Airport upgrade includes Intersystems rapidfids system

Anyone who has ever attended a trade show, industry event or association meeting within the baggage handling industry will probably have observed a common thread. It is something I noticed while attending my first company-wide meeting shortly after beginning my career. I instantly stood out. In a room of 45 industry professionals, I was the only female and one of the few attendees under the age of 40.
I was amazed by the knowledge and talent of the men who surrounded me in that meeting. Their experience was undeniably impressive. Many of them have been in the industry for decades—working in various BHS roles, running the gamut of engineering, project management, sales, and construction. I quickly learned that I had joined an incredibly dynamic field. No two individuals had taken the same path. Many began their career in one role and—through a series of lateral moves, promotions and career changes—ended up in wholly different positions within our vast and multidisciplinary industry.
Despite the value those adepts bring to the table, the baggage handling systems industry seriously lacks age diversity. This is going to be a problem in the not-so-distant future, as many of our leaders are approaching retirement.
Millennials—members of the generation born between 1981 and the mid-to-late 1990s—are particularly scarce. This should be a surprise, given that they comprise one-third of the total US population, making them our largest age class. Even though they represent the country’s most diverse and educated generation, many struggled to find a place in the labor market. This is because they started their careers during and in the aftermath of the second-worst economic downturn in history—The Great Recession of 2007 to 2009.
In contrast, many BHS veterans began their careers right out of college and have remained in the industry. However, the recession took a massive toll on our industry and stunted that trend. With families struggling financially, there was no extra money to spend on leisure travel. This directly affected airports and airlines, who responded by opting out of bagging handling system upgrades and building new terminals—cutting off work for BHS companies. In turn, that led to a slowdown in recruiting college graduates, which stayed slow until the aviation industry bounded back years later.
The recession also led to other additional employment barriers for millennials. Industry veterans were forced to postpone retirement for their own financial reasons. Out of necessity, millennials had to look for employment in other industries. It’s now been long enough since The Great Recession that the barriers are back down. And while the even younger Gen-Z generation has benefitted from the rebound in recent years—filling entry-level roles—an age gap still exists between them and the veterans. The need to fill that void is now an imminent concern.
I recently attended a presentation at a conference with over 300 BHS professionals from a variety of organizations across the industry. The speaker asked audience members to stand if they were planning to retire within the next year. Many stood. The speaker then broadened the request in two-to-three-year increments, all the way up to ten years. By the end, the majority of the room was on their feet. The speaker then got everyone standing to sit, and asked for attendees under the age of 35 to stand. The difference between the two groups was drastic, but not unexpected. It is well known that the industry suffers from a dearth of young professionals. This isn’t to say that only millennials should make up the BHS industry, but it does present the simple fact that someone must take the place of our aging workforce demographics—and soon.
That speaker demonstrated how, over the next few years, the BHS industry is going to lose a significant portion of its workforce to retirement. The lesson is that a tremendous amount of working knowledge will go away with them unless we actively recruit young professionals and related-industry specialists to take the reins. This also presents a unique opportunity for the most capable, younger professionals to rise more quickly in the profession than their peers.
The aviation industry is at the forefront of innovation. With air traffic expected to double within the next ten years, we need a fresh, inventive and technologically-savvy workforce. The most robust resource pool for individuals with that outlook and skill-set is millennials. They are more connected to technology than any preceding generation—they had had it at their fingertips since grade-school. For them, constant groundbreaking advancement in personal devices and modes of communication have been a natural part of growing up. These days, technology can change the world in an instant. Millennials don’t just understand and accept that—they appreciate it. In this age of digital transformation and growth for airports and airlines—and now that most millennials have 5-15 years of professional experience—what better group could we ask for to drive advancement in the industry?
With today’s experience professionals working later in life, there is a perfect—but temporary—opportunity to share knowledge across generations. A new paradigm must be established—one that values the fresh mindsets and work styles as much as established knowledge and experience. Specifically in the BHS industry, an airport or airline representative might only have one large BHS project in their whole career, with more than two being extremely rare for most individuals. The lessons learned must be passed on to the younger generations so that they can be applied in the future. This will enable growth and advance the whole industry. At the same time, new industry professionals must create novel applications for the existing workforce’s well-earned knowledge.
Any organization seeking stability and success must focus on creating a diverse work environment. Putting different groups of people together, including gender, ethnicity, age, and the many other forms of diversity increases creativity and is integral to an optimal environment. By facilitating a greater capacity for innovation and a continuity of knowledge, we can sustain and improve the industry—for generations to come.
About the Author:
Cassandra McAllister is responsible for Marketing and Communications for the North American Division of Daifuku Airport Technologies. She graduated from Grand Valley State University with a degree in Public Relations and Advertising. Over the past few years, she has thoroughly enjoyed learning the ins and outs of the aviation industry.

A Need for Generational Diversity Within the BHS Industry

The International Association of Baggage Handling System Companies (IABSC) consider themselves the sector’s foremost ambassador—hosting a summit every year. At the end of January, industry leaders met in Dallas for 2020’s event. The theme was “A Call to Action”. This was evident in the presentations and panel discussions that took place over the one-and-a-half-day conference. Throughout, it was recognized how rare it is for stakeholders to meet and discuss the previous lessons learned, talk about the current state of the industry, and plan for innovations as well as the future. However, everyone in attendance also agreed on the value this brought to the whole industry.
The event provided a combination of educational presentations, open-forum panel discussions, and great networking opportunities. A few key themes that were very evident were:
<ul>
<li>Creating a continuity of knowledge by sharing experiences between industry veterans and newcomers across equipment manufacturers, airports, airlines, etc.</li>
<li>The importance of cyber security within the industry as data and technology become more prevalent in baggage handling systems, airports, and airlines in general.</li>
<li>The power of data and technology in the industry and the potential growth the two will influence within the coming years.</li>
</ul>
Highlights from some of our team who attended:
<a href="https://www.linkedin.com/in/garrettckelly/">Garrett Kelly</a>: Garrett Kelly is the Sales Manager for Daifuku Airport Technologies’ North American Division. Garrett most valued the chance to meet with other industry professionals. He noted that it is not often representatives from so many companies across the BHS sector are all in the same room, at the same time. However, Garret believes the IABSC did an excellent job of providing a variety of opportunities for attendees to network. A particular highlight f was a private networking event held at the Perot Museum, where attendees were able to walk through the museum and connect with one another throughout the evening.
<a href="https://www.linkedin.com/in/terry-disalle-5aa815124/">Terry DiSalle</a>: Terry DiSalle served on the IABSC Board for the past two years. He is a member of Daifuku Airport Technologies&#8217; North American Division&#8217;s sales team. Terry believed the most important part of the summit had to do with airport planning. Terry valued the “Building the Airport Around the Baggage System” presentation by Mark Duebner, Director of Aviation at Dallas Love Field, which spoke of the cost-savings that would occur if airports were built around the BHS instead of the other way around.
<a href="https://www.linkedin.com/in/cassandramcallister/">Cassandra McAllister</a>: Cassandra McAllister is Daifuku Airport Technologies’ North American Marketing and Communications Coordinator. New to the industry, Cassandra’s favorite part of the conference was the Young Professionals Networking Event. As a committee member, Cassandra assisted in planning the event that took place the night before the summit began. It was a unique opportunity for young professionals to gather and discuss their various roles in the industry. She also enjoyed the panel discussion on “Airport Lessons Learned” from recently completed airport projects. Representatives from airports and airlines briefly discussed their recently completed projects, and what they learned throughout them. Cassandra found it fascinating to hear the various lessons and explore how the industry might apply these in future projects. Afterward, the panel was open to questions and discussions facilitating a deeper dive into project specifics.
<a href="https://www.linkedin.com/in/businessdevelopmentfocus/">Don Simmons</a>: Don Simmons is the Director of Business Development for the Operations and Maintenance division of Daifuku Airport Technologies. Don said two quotes from a day-two panel presentation strongly resonated with him. “If we want to be a smart organization, we must be willing to learn.” And, “If we want to do more than survive, we must adapt and differentiate to grow. Otherwise, we will be passed by.” Don said he intends to apply these sentiments into his sales efforts and future initiatives.
Daifuku Airport Technologies is a proud member of the IABSC and looks forward to watching the organization’s continuing growth. We offer a sincere thanks to the IABSC&#8217;s Board of Directors, as well as to all who played a role in planning the year’s summit. Attendees unanimously agreed that it was an incredibly successful event.

Recapping the 2020 IABSC Summit

As mentioned in our previous post, <a href="https://www.daifukuatec.com/blog/an-inside-look-at-project-management/">An Inside Look at Project Management</a>, airport baggage handling is a rapidly growing industry. Which is why we’re looking for project managers and other talented people to join our team. It’s an exciting and challenging career that offers opportunities to grow in a stable, financially rewarding market.
In part two of this two-part article, Tip Hipp, <a href="https://www.linkedin.com/in/navwant-thakur-79b3683b/" target="_blank" rel="noopener noreferrer">Nav Thakur</a> and<a href="https://www.linkedin.com/in/jamie-kennedy-chippendale-05352ab9/" target="_blank" rel="noopener noreferrer"> Jamie Chippendale</a> share details about their favorite aspects of working for Daifuku Airport Technologies. If you missed part one, you can read it <a href="https://www.daifukuatec.com/blog/an-inside-look-at-project-management/">here</a>.
It would be hard to find a project management career that will take you to more locations than one at Daifuku Airport Technologies. Our Project Managers oversee projects in some of the nation’s greatest cities, often near cultural hubs and scenic destinations. With travel being an essential part of airport baggage handling project management, our project managers had a lot to discuss on the topic of business trips.
Navwant Thakur has been at Daifuku for three years. In that time, he has managed projects in Washington, D.C., Chicago and Seattle, among many others. Nav has enjoyed visiting the famous monuments of D.C. as well as Chicago’s fascinating architecture and, by his meter, unrivaled pizzerias. When asked where his favorite place to visit is, Nav surprised the group by mentioning somewhere a little closer to home. “Of course, Washington D.C. is home to classical monuments and buildings worth visiting, and Chicago’s skyline, bold architecture and fine cuisine are worth experiencing. But my favorite place to visit is Harbor Springs or Boyne City.”
These northern Michigan towns are also where you will find Daifuku Airport Technologies’ manufacturing plants. “It’s very relaxing. It gives me a calm feeling, and I can always enjoy some delicious lake trout or perch from the local restaurants.” Tim and Jamie both agreed with Nav that they appreciate heading to the manufacturing plants up north. Jamie mentioned, “Not only are those places so beautiful, but it’s really good interfacing with the manufacturing team.”
Tim, who has a little more time with the company to draw from, had the enviable job as a project manager for Daniel K. Inoute International Airport in Honolulu. He said, “Honolulu is pretty obvious for a favorite project site. I mean, who wouldn’t want to work in Hawaii? But for me, it’s because I love all forms of nature and outdoors. And working on projects in the Pacific Northwest allowed me to experience a lot of that part of the country—which I probably wouldn’t have otherwise.
Of course, business travel isn’t all fun and games. “Travel plans can get canceled. You might need to travel to resolve a problem. And the weather can be lousy,” Tim pointed out. “Overall though, sampling different areas and cultures from all around the country has been good.”
Jamie Chippendale currently manages a project in LAX. It’s a large job that requires a lot of attention, so she spends about a week there every month. However, on the bright side (literally), it gives her a chance to escape the impending blustery winter weather of the Michigan office. “When I get off work in LA, I can take a ride share and walk Hermosa Beach or Manhattan Beach. It’s really nice after a long day.” Jamie added, “I also love going to the Moynihan Train Station in New York. It’s right on 33rd Street in the middle of Manhattan. I just love New York and the pulse of the city.”
Daifuku Airport Technologies project managers get to take advantage of Michigan’s—or in Tim’s case North Carolina’s—relatively low cost of living, while also getting to experience more of the country. It’s a great fit for someone who enjoys traveling but doesn’t want to spend all their time on the road or in the sky. While travel is an essential part of the job, it’s just as important for employees to enjoy their free time. So Nav, Jamie, and Tim shared a little about their hobbies and favorite ways to unwind.
“I enjoy spending time with my family, reading, traveling, and hiking,” said Tim. “I also love checking out new breweries and restaurants when I get the chance. That’s definitely one of the benefits of visiting job sites. My wife has told me that I must have been a travel agent in a previous life, based on my enthusiasm for reading about upcoming destinations and planning itineraries. She might be right.”
“I like to be outside as much as possible, which is what I do when I travel for work,” added Jamie. “Even if it’s just going home and doing yard work, or taking a walk to a playground with my family. I also like to hike on the weekends and snowboard in the winter. I’m planning a vacation in February to get my little girls on skis.”
Nav chimed in about his latest hobby. “I used to go to the gym or for a run, but I recently started kickboxing. It helps relieve stress and gets me into shape. But if I’m not doing that, a glass of wine and watching some Netflix works too.”
As you can see, a project management career at Daifuku Airport Technologies is a great chance to expand your horizons—whatever your interests or hobbies may be.
We are searching for PMs and other talented individuals to join our team at Daifuku Airport Technologies. If you are interested, please contact <a href="mailto:agrusnick@jerviswebb.com" target="_blank" rel="noopener noreferrer">Andrew Grusnick</a>.

Travel Adventures from our Airport Baggage Handling Project Managers

“A few weeks ago, I boarded a flight from Detroit to Miami International Airport (MIA). I was traveling to my first working site-visit at an airport since beginning my new position as a Sales Application Engineer. I was hoping to catch a quick nap onboard, as I knew my working hours would be drastically different from what they are back in the office. When I arrived, I had no meeting destination. I didn&#8217;t even have to leave the airport. I was going to a place that not many people even know exists—the baggage handling system (BHS). When I told my friends and family I would be traveling to Miami for work, they envied that I was escaping the Michigan cold. Little did they know, I stayed at the airport through the night until the sun came up. I would meet my coworkers at the airport late in the afternoon and worked through the night and into the morning for the next four days. 
On average, MIA has over 125,000 passengers fly through each day. However, the least amount of passenger traffic happens in the middle of the night, which means the baggage handling system is relatively empty during this time. As a result, this was the best time to work on the BHS without baggage interrupting you throughout. While I knew there would be a few late nights over the following days, I was looking forward to gaining hands-on experience at <a href="https://news.miami-airport.com/mia-unveils-new-automated-baggage-handling-system/" target="_blank" rel="noopener noreferrer">Miami’s new $324 million state-of-the-art baggage handling system project</a> which also included the <a href="https://www.daifukuatec.com/blog/largest-mobile-inspection-table-installation-goes-live/">largest Mobile Inspection Table (MIT)</a> installation in the world. Since joining Daifuku, I had seen the MITs in use—but never to the capacity of MIA. 
After receiving a comprehensive tour of the entire baggage handling system, I had a better understanding of the massive upgrades MIA undertook. While the system is not entirely upgraded yet, I saw the major improvements that have already been completed. I also had a thorough explanation of the upgrades that are to come in the following weeks and months. Over the next few days, I was paired with a Field Engineer from MIA. He went through an entire series of hands-on training throughout various parts of the BHS. 
Tuesday Night – Wednesday Morning:
The field engineer I shadowed, Justin Cusumano, went over the mechanical installation related to ticket counters 14 and 15. These are part of the Central Terminal BHS. The ticket counters serve as the initial entry point for a checked bag to enter the BHS. During our site walk through the baggage handling area, Justin explained to me how conveyor lines of ticket counters 12, 13 and 14 would eventually merge into ticket counter 15’s conveyor line. This would carry the bags through TSA baggage check (CBRA/CBIS), which is where bags are inspected. Later the same night, we conducted an inspection on conveyor belts and high-speed diverters. This is how bags are moved and sorted to their correct location during their journey through the BHS. As we inspected each item, we noted our findings on Mechanical Static Inspection Sheets for each equipment. These sheets are comprehensive checklists that need to be completed before turning over finished conveyor lines to the customer. After a long day and night of working, I was eager to get back to my hotel for some rest. 
Wednesday Night – Thursday Morning:
Once I had a restful day’s sleep, I was looking forward to getting back to the airport. I learned so much about the BHS and was ready to gain more knowledge and experience from Justin. The following night, Justin went over the mechanical installation of the conveyor line for ticket counter 20 in the Central Terminal’s BHS area. We also conducted a Speed Change Test for motors on the conveyor. This is done on an old-style motor without a variable speed drive (VSD) for conveyors that are being reused. Furthermore, under Justin’s supervision, I completed static inspections for an automated tag reader (ATR) and a belt conveyor. It was empowering to complete this on my own. It really gave me confidence in the skills I was learning.
Thursday Night – Friday Morning:
On the last night of my visit, Justin took the opportunity to go deeper into my training. He went over the lacing process for the conveyor belts. This is an essential part of installing a belt onto the conveyor. Through lacing, two ends of the belt can be conjoined around the belt in a closed loop. With Justin’s guidance, I was also able to complete Mechanical Static Inspection for fire security doors, slope plate carousels, and a Vertical Sort Unit. 
Overall, I had an incredibly valuable experience during a short time in Miami. I truly believe there is no better way to learn something than by doing it. Hands-on learning provides an opportunity to receive both instant feedback and reinforcement. It also allows an individual to make the transition from the ‘what’ behind a task, and learn the ‘how’ and ‘why’. Not only is this vital in all industries, but it’s also specifically important in the baggage handling industry as much of the work is done behind the scenes. 
It was fascinating to see the intricacies of the BHS. Before, I had only ever looked at CAD drawing and design plans. It was eye-opening to see the system in person and witness how every piece, no matter how big or small, works together to create a massive and robust BHS.
Being beneath the airport is a place that many people never get to see. However, I believe almost anyone would be impressed with the comprehensive system which transports bags from the ticket counter all the way to the plane. The bag travels over miles of conveyor through screening and inspection, and is brought to the exact right place of the airport and delivered to the correct plane—all within the time it takes passengers to go through security and get settled on their plane. This is something people rarely think about. In fact, many travelers often only focus on their trip and pay little to no attention to their bag after dropping it off. To me, this is an incredible journey and one that I am proud to help support. 
About the Author:
Saad Kahn joined Daifuku Airport Technologies as a Sales Application Engineer in early fall, 2019. He graduated from Florida International University with a degree in Mechanical Engineering. Previously, he worked in the competitive automotive industry as a Sales Engineer for Toyota Boshoku. Saad is looking forward to using his previous skills and expanding his knowledge as he dives into the aviation industry, specifically with baggage handling systems.

Through the Lens of a Baggage Handling System Sales Application Engineer

In the life cycle of equipment, it’s important to conduct periodic maintenance. Belts need adjustment and alignment, components have to be maintained, rotating equipment requires proper lubrication, and so on. In some cases, certain components need replacement — like a bearing on a motor — to ensure the main piece of equipment lasts for its whole designed lifespan. Anytime maintenance activity intended by the equipment’s manufacturer is not performed on schedule, the equipment’s operating lifespan is compromised. Over the last 20 years, Daifuku Airport Technologies has improved the standard approach to maintenance. In fact, our maintenance programs are distinctive and — when utilized — increase both reliability and availability.
Unfortunately, many maintenance suppliers wait for a piece of equipment to fail. We call this, ‘reactive maintenance’, which is the “run it until it breaks” methodology. Essentially, no one performs the maintenance originally intended by the manufacturer or installer to ensure the equipment reaches its full useful lifespan.
Reactive maintenance advantages: 
&#8211;  Low cost
&#8211;  Fewer staff
Preventative maintenance is more proactive and includes actions performed at specific dates or run-times — even if the equipment seems perfectly fine. These actions detect, prevent, or alleviate the degradation of equipment or systems. That way, you sustain or extend the equipment’s useful lifespan. By performing preventive maintenance, we extend the life cycle of our equipment, which translates into cost savings for our customers. Preventive maintenance — such as lubrication or adjustments — also allows the equipment to operate more efficiently.
Preventative maintenance advantages: 
&#8211;  Cost-effective in many capital-intensive processes
&#8211; Flexibility allows adjustment of the maintenance schedule
&#8211; Increase of component life-cycle
&#8211; Energy savings
Predictive maintenance takes advantage of measurements and statistical tracking to forecast potential part failures. This means you can make necessary repairs before operations are affected. While preventative maintenance uses a preset schedule, predictive maintenance is based on the component’s actual condition. A well-orchestrated predictive maintenance program will greatly minimize the potential for catastrophic equipment failures.
At Daifuku Airport Technologies, our programs incorporate both preventive and predictive maintenance. When combined with an inventory system designed to ensure necessary parts are always available, we can optimize the operation of the equipment. This helps us both save energy costs and increase system reliability.
Predictive maintenance advantages: 
&#8211;  Increased component operational life/availability
&#8211;  Allows for preemptive corrective actions
&#8211; Decreased equipment downtime
&#8211; Decreased costs for parts and labor
&#8211; Improved product quality
Ultimately, Daifuku Airport Technologies’ approach to maintenance is strategic. We use a combination of reactive, planned, and predictive maintenance activities. We consider the entire system — down to individual components and parts. Our programs recognize that equipment design and operation differ and that environmental conditions can cause a higher probability of failure than normal wear and tear. For example, equipment located along the East Coast may be exposed to salt air and have a much different corrosive concern than those in the Upper Midwest — where subzero temperatures cause impacts on gear oil.  Essentially, our maintenance strategy evaluates systems equipment and creates a customized maintenance approach. When we incorporate and combine this process with our inventory system, we can once again optimize the operation of our equipment to save energy costs and increase system reliability.
At Daifuku Airport Technologies, we will apply all available maintenance practices to ensure our equipment always performs at its best. Included in our programs is a vigorous Quality/Continuous Improvement process. This encourages our employees to take ownership of getting the most out of equipment and for achieving optimal operation. The result is a high degree of reliability and cost-effectiveness.
Ultimately, we hold to a specific, yet simple philosophy with our maintenance programs: “We treat your equipment as if it is our own.”
To each of our 1,200+ technicians, this means being proactive and focusing the right amount of time and effort on the routine and preventive maintenance activities. That way, we maximize our equipments’ useful lifespan and reduce the chance of untimely and costly failures.
Daifuku Airport Technologies continues to raise the bar when it comes to providing O&amp;M services. It’s one of the reasons why our customers trust us to take care of their high-investment, mission-critical assets.

The Daifuku Approach to Airport Technology Maintenance

<a href="https://iabsc.org/">The International Association of Baggage System Companies</a> (IABSC) serves as the voice of the BHS industry. It is their mission to be the sector’s foremost ambassador, assisting in the continued improvement of the airline and airport BHS industry. They are committed to raising standards, furthering education, pushing innovation and improving economic benefits across the greater industry as a whole.
Each month, BHS industry leaders convene in Dallas, Texas for collaboration, networking, and educational presentations at an <a href="https://www.daifukuatec.com/event/2020-annual-baggage-handling-systems-summit/">IABSC-hosted meeting</a>. With almost 100 companies in the BHS industry represented, there is a wide range of expertise – from airports and airlines to architects and consultants, as well as suppliers and original equipment manufacturers. Every piece of the baggage handling industry is represented at the IABSC, no matter how large or small.
The IABSC is made up of multiple committees that allow members to get more deeply involved in the organization if they wish. One unique committee is the <a href="https://www.linkedin.com/showcase/iabsc-yp/">Young Professionals Committee</a>, which is specifically for BHS employees under the age of 35. Their goal is to attract new talent into the BHS industry by promoting the IABSC, as well as associated companies. Plus, they provide a platform for networking with other young professionals in the industry. Aiming to create a pipeline of future IABSC leadership, they also offer mentorship and training and encourage knowledge sharing.
In partnership with the “Engineer in Residence” (EIR) group, the Young Professionals Committee recently hosted the first-ever <a href="https://iabsc.org/category/young-professional-committee/">“IABSC BHS Career Day”</a> at UT Dallas. The event was different from more traditional career fairs, it began with each company giving the students a brief overview of their organization’s role in the BHS industry, as well as examples of jobs and careers one could have within their organization. This was incredibly informative to the students. Many are not familiar with the baggage handling industry and are not often exposed to the opportunities it offers.
The career fair sparked some interest within the IABSC members. It got them wondering things like: ‘what is the best way to recruit young talent? What are today’s  young professionals looking for, and how are they getting their information?&#8217; During the November IABSC meeting, there was a presentation given on College Recruiting in the 21st Century. Jerry Alexander, Assistant Dean for Student Development at The Jonsson School of Engineering and Computer Science at UT Dallas, delivered a presentation on what today’s generation of college graduates are looking for post-graduation. He also spoke about how to recruit the top talent to your company, and how to prevent them from going in a different direction.
Jerry’s first piece of advice was: if you are not talking directly to the students, you do not really exist in their mind. When students apply for a job online, they cross their fingers and hope their resume stands out from the hundreds of others who also hit the apply button. They also receive no human interaction throughout the whole process. If you ask any recent college grad, almost none of them could tell you how many jobs they applied for — let alone the list of companies they submitted their resume to online. After applying to countless jobs online like this, students’ expectations are low and they are left hoping that at least one company will get back to them. Jerry recommended combating this by getting in front of students and being engaged.
By demonstrating your passion and showing students what your company can do for them and their career, you are more likely to spark a desire within them. Then, instead of being one of the countless companies a student applies for (in the hope one will call them back), you will become the place they deeply desire to secure an interview with. This small, personal connection will put you at the top of their list. By taking the time to engage with them on a personal level, they are more likely to believe you are actually hiring and seeking young professionals. You are no longer just another company with a job description behind the screen. Instead, you are a personal connection that demonstrated passion and encouraged growth.
Gone are the days where passive corporate recruiting will still bring talent to your organization. When students have the world at their fingertips (as well as countless industries they could work in and companies they could work for), you want your organization on the minds of the top talent. Today, you must have an aggressive and well-planned strategy to attract the type of highly skilled and innovative talent you are looking for in the BHS industry. If you are not actively seeking young talent and discussing how your organization can benefit them, someone else will. As a result, that company will be taking the people you wanted for your organization.

International Association of Baggage System Companies Young Professionals Committee

Project managers at Daifuku Airport Technologies come from a myriad of personal and professional backgrounds. In fact, they possess a variety of interests and approaches to their work. However, they do share one necessary trait—a passion for innovative technology. This makes the fast-evolving material handling industry a perfect career choice for them all. To provide insight, we asked three Daifuku Airport Technologies PMs — Tim Hipp, Nevwant Thakur, and Jamie Chippendale — to sit down and discuss what it is like working in this exciting field.
Nearly three years ago, Navwant Thakur discovered Daifuku at a career fair during the final semester of his master’s degree in construction management. Nav then interned for us while he finished his studies, and applied for a permanent project management role upon graduating. That set him on the path to his current position, where he oversees the baggage handling system projects in Washington, D.C.’s Ronald Reagan National Airport. He also has a part in both Midway and O’Hare in Chicago, as well as Washington State’s Seattle-Tacoma International Airport.
<img loading="lazy" class="aligncenter wp-image-7854 size-medium" src="https://www.daifukuatec.com/api/asset/2019/11/Nav-Site-pic-1-1-267x300.jpg" alt="" width="267" height="300" srcset="https://www.daifukuatec.com/api/asset/2019/11/Nav-Site-pic-1-1-267x300.jpg 267w, https://www.daifukuatec.com/api/asset/2019/11/Nav-Site-pic-1-1-133x150.jpg 133w, https://www.daifukuatec.com/api/asset/2019/11/Nav-Site-pic-1-1-768x863.jpg 768w, https://www.daifukuatec.com/api/asset/2019/11/Nav-Site-pic-1-1.jpg 800w" sizes="(max-width: 267px) 100vw, 267px" />
Jamie Chippendale spent her first few years out of college mapping optical networks as a system build engineer before deciding to undertake a role with a more holistic view of projects. After returning to school and earning her MBA, Jamie pursued a career in a new field. She joined Daifuku in 2018, and now combines her leadership acumen with her engineering and mathematics experience to manage high-profile projects encompassing transportation technology, engineering, manufacturing, and construction. She is currently responsible for projects at LAX, and for the state-of-the-art Moynihan Train Hall in New York City.
<img loading="lazy" class="aligncenter wp-image-7851 size-medium" src="https://www.daifukuatec.com/api/asset/2019/11/Jamie-1-263x300.jpg" alt="" width="263" height="300" srcset="https://www.daifukuatec.com/api/asset/2019/11/Jamie-1-263x300.jpg 263w, https://www.daifukuatec.com/api/asset/2019/11/Jamie-1-131x150.jpg 131w, https://www.daifukuatec.com/api/asset/2019/11/Jamie-1-768x877.jpg 768w, https://www.daifukuatec.com/api/asset/2019/11/Jamie-1.jpg 800w" sizes="(max-width: 263px) 100vw, 263px" />
Tim Hipp never expected to work for the same company for a quarter of a century. However, he got hooked on the exciting business and Daifuku’s industry-leading technology. Like Jamie, Tim had a desire to influence all phases of a project, leading him to switch disciplines from electrical engineering to project management. Tim— who works from a home office in North Carolina — oversaw Miami International Airport’s massive security room upgrade, one of Daifuku’s largest-ever installations.
<img loading="lazy" class="aligncenter wp-image-7857 size-medium" src="https://www.daifukuatec.com/api/asset/2019/11/Tim1-1-298x300.jpg" alt="" width="298" height="300" srcset="https://www.daifukuatec.com/api/asset/2019/11/Tim1-1-298x300.jpg 298w, https://www.daifukuatec.com/api/asset/2019/11/Tim1-1-150x150.jpg 150w, https://www.daifukuatec.com/api/asset/2019/11/Tim1-1-768x774.jpg 768w, https://www.daifukuatec.com/api/asset/2019/11/Tim1-1.jpg 800w" sizes="(max-width: 298px) 100vw, 298px" />
Throughout the conversation, the three shared their favorite aspects of working for Daifuku, as well as some of the challenges to consider when pursuing a project management career.
“Our company is a pioneer in launching new products for airports,” stated Nav. “I enjoy learning about these new technologies, such as baggage tray systems and mobile inspection tables, which are replacing traditional conveyor systems. I also like seeing how the airport industry is transitioning to adopt these innovations.”
Managing the demand for multiple projects is challenging but highly rewarding. Travel is an interesting aspect of the job and one that future PMs should consider. It is common for PMs to visit project sites once or twice a month. This provides an opportunity to see different cities and gives PMs a chance to closely experience the systems they are responsible for managing the installation of. While she is working on LAX, Jamie gets to escape the impending winter cold of her Michigan home from time to time. However, the three-hour time difference and frequent overnight work for installation efforts does mean she sometimes must, at a minimum, take calls outside of regular business hours and sometimes react to what’s happening on-site. This can happen even if she’s back at Daifuku’s Novi, MI office. “My phone is ringing from 6:00 AM to 7:00 PM. You have to find a balance, prioritize, decide what’s important, and recognize that some things can wait.”
Tim concurred. “Using my experience to solve problems is where I find the most enjoyment. but you have to realize there are things you can control as a project manager and things you can&#8217;t. Those are lessons you need to learn. A detailed, thorough plan that the team understands is essential.”
“A plan is only as good as its execution,” Jamie added. “Communication is so important. Time management, transparency, confidence, and a knack for coordinating efforts across multiple disciplines are integral skills you need for the job. Especially when you’re maintaining customer satisfaction, productivity, and profitability on multi-million-dollar projects.”
Nav went on to mention the importance of familiarizing yourself with the products and project management processes. “As airport PMs, being cognizant and understanding the core attributes of project management is key to our success. However, it also helps develop our personalities for communication.”
Jamie capped the conversation with a note to future PMs. “Finding and working within an industry that you’re passionate about will drive you to learn and perform well. here is so much growth and technology within the airport industry, it’s exciting to be part of.”
At Daifuku Airport Technologies, we are searching for PMs and other talented individuals to join our team. If you are interested, please contact <a href="mailto:agrusnick@jerviswebb.com" target="_blank" rel="noopener noreferrer">Andrew Grusnick</a>.

An Inside Look at Project Management

Each year, <a href="https://www.aviationpros.com/magazine" target="_blank" rel="noopener noreferrer">The Airport Business Magazine</a> showcases the aviation industry’s top talent and leaders in their “40 Under 40” showcase. These individuals are recognized — by both their companies and the industry as a whole — for building success today, as well as for innovations for the future. Winners were nominated and assessed on ‘innovation’, ‘outstanding attributes’, and ‘commitment and involvement in the industry’. This year, Daifuku Airport Technologies is proud to announce that <a href="https://www.linkedin.com/in/emeryjoe/" target="_blank" rel="noopener noreferrer">Joe Emery</a> has received this prestigious award.
Joining Daifuku’s Jervis B. Webb Company in 2007, Joe began his career as a mechanical engineer. Since then, Joe has been promoted to his current position: Senior Sales Application Engineer, where he has been a huge asset to Daifuku’s Airport Technologies division.
Joe has established himself as a leader known for always offering a helping hand to his peers and colleagues. Whenever there is something that needs extra support, he is the first to help. Joe is also well versed in cutting-edge baggage handling technology. This includes using innovative Mobile Inspection Tables (MIT) in CBRA applications, which provide the TSA with improved ergonomics and efficiency.
In addition, Joe has spoken as a subject matter expert on baggage handling innovations at several conferences, including the 2019 Passenger Terminal Expo and the International Association of Baggage System Companies (IABSC).
Incredibly versatile, Joe often juggles multiple projects at once. He is an expert in designing baggage handling systems (BHS), where he contributes conceptual design layouts, reviews alternates, and consistently identifies cost savings for our airline and airport customers. In fact, Joe always puts our customers first and promotes value-adding solutions to airline operations.
Joe’s BHS knowledge can be found at many of the largest airports in North America. He was responsible for the design of the first MIT system in North America at Detroit Metropolitan Airport. The loyalty Joe shows to both his company and the industry is evident through the dedication and commitment to his work. He knows that the smallest things can make the biggest impact, so he focuses on every detail and ensures nothing gets missed.
Congratulations Joe for receiving this award. We are proud to have you as part of the Daifuku Airport Technologies Team. Additionally, we’d like to offer a sincere congratulations to each of the 2019 winners. We truly value your contributions to the industry. See the <a href="https://www.aviationpros.com/21092644" target="_blank" rel="noopener noreferrer">full list of winners.</a>

Airport Business Magazine 2019 40 Under 40

Vancouver International Airport (YVR) could be excused for wanting to vaunt their success continuously. The airport winning several notable international best airport awards, including Skytrax&#8217;s Best North American Airport, based on an independent survey of more than 13.5 million passengers from more than 100 countries. For this award, they have taken the title, not once, but for a staggering ten consecutive years. The only airport to ever receive this honour, firstly in 2007, then 2010, right through to 2019.
Instead, when you engage with YVR, any form of ostentatious display is far from what you get. Modest does not begin to describe the experience. Their personalised, community-based approach across all of their touch points evokes a sense of knowing and deep understanding – they get you. All beautifully packaged within the communication they deliver, and how they govern themselves as a business &#8211; local values with a drive to connect British Columbia to the world.
It gives you a clear depiction for what the &#8216;locals&#8217; who reside in this stunning coastal city are like – humble, very likable, and crucially authentic.
In their own words, &#8220;YVR&#8217;s success comes from our unique operating model. As a not-for-profit, community-based organisation, we are not government-run or beholden to shareholders.
Rather, we are committed to our communities, constantly improving the airport for everyone while supporting our region.&#8221;
Their public-spirited approach is not disingenuous by any means. In 2018, YVR donated more than $1,000,000 to more than 50 community organisations. Nothing to sneeze at really.
In short, YVR has created an airport that &#8216;we&#8217; can all be proud of.
After taking over the management of Vancouver International Airport (YVR), the Vancouver Airport Authority commenced work on a redevelopment plan that included the construction of a new international terminal.
The terminal was to include an industry-leading Flight Information Display System that would dramatically enhance the passenger experience.
Speaking with Bruce Allen, Chief Executive Officer of Daifuku Group Affiliate, Intersystems on how they approached the project and how integral this was for YVR&#8217;s future development, &#8220;YVR recognised Intersystems as an innovator when they selected us back in 1995 and we have enjoyed partnering with ever since. Throughout that time they have remained at the forefront of innovative ideas in airports and our products continue to assist them in delivering a better passenger experience.&#8221;
Today, close to 100,000 people travel through YVR each day via fifty-six airlines. In 2018 they welcomed a record 25.9 million passengers.*
Their unique model is one which may set future benchmarks. I, for one, look forward to witnessing what future records they continue to break.
*includes arriving, departing and connecting travellers.

The coastal city packing a serious punch

The American Association of Airline Executives (AAAE), the world’s largest professional organization for airport executives, recognizes the value of advancement in the aviation by individuals committed to the industry. To that end, they offer professional development, certification programs, training opportunities. They also host over 80 domestic and international meetings each year.
The AAAE conference topics always vary, but one constant is that they always showcase fantastic keynote speakers, often from non-aviation industries. They deliver powerful, inspirational messages to promote professional and personal development. This year was no different.
At the AAAE Innovation Forum in July, the keynote was delivered by John K. Coyle, an Olympic speed skating silver medalist at the 1994 Winter Olympics. John’s keynote focused on design thinking, identified as an analytical approach to problem-solving using a step-by-step method for finding working solutions. Another way to think of this approach is striving to find new ways to solve old problems.
A key point in the presentation was the importance of accepting your weakness, an interesting thought that can have a profound impact on how to approach day-to-day processes. We naturally believe that we should work on weakness as a method of continuous improvement, effectively striving to eliminate them. As individuals, we are often hesitant to admit our weaknesses aloud, as if there is a sense of shame associated with anything “weak.”
This was apparent during the presentation when John projected a list of weaknesses on the and asked the crowd to, by raise of hands, identify which weakness they relate to. Few hands went up. On the flip-side hands were readily raised when the question was posed with list of strengths.
There is a fantastic quote from Donald Clifton (from the book Now, Discover Your Strengths): “You will excel only by maximizing your strengths, never by fixing your weaknesses,” which speaks well to John’s keynote address. As individuals, we tend to believe the best path to improvement is working on our weaknesses with the goal of becoming a jack of all trades, even if it means being a master of none in our professional careers. Clifton’s quote delivers a different message altogether, that it is okay to be weak in some areas and that one should focus on improving their strengths instead to striving for broad continuous improvement.
The hardest question in a job interview is always “What’s your biggest weakness.” Typically, people answer with a planned response, along the lines of “I work too hard” or “I’m a perfectionist,” which are, frankly, boring and do not say anything of consequence about a person.
John’s keynote provided a completely different perspective on this question: be open and accept your weaknesses, knowing they may well be the resultant inverse of your strengths.
You can find more information about John and his story, including his book on Design Thinking, on his website: <a href="https://www.theartofreallyliving.com/">https://www.theartofreallyliving.com/</a>
&nbsp;
About AAAE: Founded in 1928, AAAE is the world&#8217;s largest professional organization for airport executives, representing thousands of airport management personnel at public-use commercial and general aviation airports. AAAE&#8217;s members represent nearly 875 airports and authorities, in addition to hundreds of companies and organizations that support airports. AAAE serves its membership through results-oriented representation in Washington, D.C. and delivers a wide range of industry services and professional development opportunities including training, meetings and conferences, and a highly respected accreditation program.
 
About the Author: Joe Emery has been employed with Daifuku’s Jervis B. Webb Company for over 12 years. In 2007, Joe began his career as a mechanical engineer with Jervis B. Webb. Over the years, Joe has moved into his current position: Senior Sales Application Engineer where he has made himself a huge asset to the Airport Technologies division of Daifuku. Joe has established himself as a leader known for always offering a helping hand to his peers and colleagues.

American Association of Airline Executives (AAAE) Innovation Forum Keynote

Public-private partnerships (P3) have seen recent success in delivering critical infrastructure across the country.  As many airports have faced challenges in finding ways to enhance their capacity to fund and construct major expansion and infrastructure, many are looking to P3’s as an opportunity to facilitate growth.  P3 recently hosted their annual summit in San Diego, California.  The P3 Airport Summit is the leading P3 Conference.
This year, the Summit focused on project management, planning, procurement, and networking for airport owners, operators, airlines and industry professionals.  The Conference provided a great opportunity to learn more about the P3 environment, information on types of projects that have been successful, and an informative keynote session by the Australian Ambassador to the US on a concept called asset recycling.
A highlight for attendees were the presentations by two fast-growing airports, LAX and Austin-Bergstrom (ABIA). The ABIA presentation outlined some of the challenges associated with rapid community and passenger traffic growth and how the airports are dealing with it from a project planning perspective. ABIA identified a number of possibilities where P3’s could be utilized to implement projects. The growth anticipated at Austin-Bergstrom will be a great opportunity for some P3 projects and it was exciting to hear the passenger projections they had through 2040, highlighted by the VISION 2040 plan.
In addition, LAX is undergoing some very significant changes and upgrades across the entire airport. It was interesting to hear about the Consolidated Rent-A-Car (ConRAC) facility PPP project. Insight into the cost to participate in the bid process and the importance of MBE/DBE and when to engage in the procurement cycle was fascinating. I had the opportunity to have lunch with a WBE entity that partook in the process and they shared the time and cost associated with the pursuit, indicating that in the future the overall process might better be served by involving some of the smaller DBE/MBE/WBE entities at a later stage to reduce the financial burden of project pursuit.
Another interesting presentation was by the JFK Terminal One team. They shared how they bring different perspectives and strengths to the team, how they worked with the Port Authority of NYNJ, and impressively how the New Terminal One will be the gateway to NY and the United States.
Overall, it was an opportunity to learn more about the P3 process, what has worked and what may work, and learn from some of the thought leaders in the industry.
The P3 summit is dedicated to P3 education, industry networking, and business development.  With over 1,000 airport representatives and industry leaders in attendance, they focus on project management, planning, procurement, and networking for airport owners, operators, airlines, and industry professionals. 
About the Author: Garrett Kelly
Garrett Kelly joined Daifuku Airport Technologies in 2018 as the Sales Manager for Daifuku Airport Technologies in North America.  He graduated from The University of Michigan with a degree in Industrial and Operations Engineering and obtained his MBA from University of Michigan’s Stephen M. Ross School of Business.

The Public Private Partnership Airport Summit

The challenge posed to the Young Professionals group was to create a strategy to accommodate the anticipated growth in airline travel and baggage volume, forecast to double in the next 20 years while recognizing the limitations of airport space, aging infrastructure, customer service, time, and budgetary restrictions. The winner of the contest received $5,000 for his winning solution, which was presented at the meeting.
His solution presented creative ways to further monetize the baggage handling process and use customer choice to balance demand. Drawing upon Uber as an example, the winner discussed the advantages of surge pricing, flexible capacity, and regional capability, taking into account that not all cities will experience 100% growth in the next twenty years.
The presentation points out that the capacity of baggage handling systems is sized for peak periods, which represent a small percentage of use time but dictate the entire cost of the system. Therefore, systems, as currently designed, have significant available capacity outside of peak periods and are growth-constrained by peak periods. Doubling the number of passengers necessitates doubling the peak capacity, a very expensive proposition. By incentivizing passengers to travel during non-peak periods or forego check bags during peak periods, airlines and airports can increase system utilization, meaning more bags and less cost.  He also suggested that charging for baggage system utilization will result in new revenue streams for airports, airlines, and suppliers, increasing competition and encouraging innovation.
Many of the attendees were expecting a technical solution to the IABSC challenge. It was expected that the winner would do a presentation about RFID, AS/RS, or independent carrier systems; not an economic solution. Many individuals were pleasantly surprised by the winner’s approach and appreciated his willingness to take a step back, away from the technical details, to analyze the way the industry functions.
The presentation and innovative solution exhibited the importance of groups like the IABSC and the Young Professionals Committee. Providing a forum outside of our day-to-day work demands &#8211; for brainstorming, experimenting, and discussing new ideas &#8211; is essential for the evolution of the baggage handling industry.
The 2008 recession in the United States and subsequent slowing of infrastructure development created an environment where young leaders are few and far between in this industry. There was simply a time when companies were not hiring, and talented young people were shifting to more stable industries. The result is that now, in a market seeing unprecedented growth in the aviation industry, there is a lack of young leadership when a need for fresh approaches to new challenges is greater than ever.
How will airports respond to growth projections? Will big data change the way airports function? What will be the effect of virtual reality on the travel industry? While we work on our day-to-day concerns like making it a profitable quarter, attracting talent, or locking in the next order, we must also find ways to conquer new challenges. Companies in the baggage handling industry need to take these changes seriously and prepare for the evolution of our business.
What was witnessed at this month’s IABSC meeting is an example of how the industry can cooperate to build a stronger future for all of us.
The IABSC Young Professionals Group was established to provide networking and professional development opportunities to young people in the baggage handling industry, as well as to attract new talent into the industry. The group also supports a yearly contest for its participants meant to generate new ideas and to energize the industry. 
For information on the IABSC and the Young Professionals Group, visit <a href="http://www.IABSC.org">IABSC.org</a>
<h6>About the Author: Andrew Grusnick</h6>
Andrew Grusnick joined Daifuku Airport Technologies in 2013 where he has quickly worked his way up to the Director of Project Management for Daifuku Airport Technologies in North America.  A key attribute often bestowed on Andrew is his ability to empower his team, to strive to be their best.  With the ability to look at each experience, both positive and negative, as an opportunity to learn and grow.  Andrew recently completed the MBA program at Michigan State University.

IABSC Young Professionals Award Winner

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Over the last twenty years, the aviation industry has experienced a surge in people traveling across the globe, with numbers rising from 1.467 billion in 1998 to 3.979 billion in 2017, based on figures from International Civil Aviation Organisation.^
And, there seems to be no end in sight, with numbers set to more than double in the next two decades to over 8 billion in 2037.
For a moment, putting aside how we create the super highway of the sky. How are airports gearing up for this phenomenal growth?
In response to this increase, the mandate among airlines and airports will be to create efficiencies throughout the passenger and baggage journey, while maintaining high levels of service and experience; through to security, tracking and delivery.
<h6>So how will it be done?</h6>
In today&#8217;s digital world, we are consistently presented with a multitude of applications and technological devices to make our lives easier. Therefore, it is no surprise that the adoption of technology within airports is on the rise.
Airports globally have an opportunity to redefine the passenger experience beyond anything we have known or experienced since the inception of air travel. With technology acceptance currently at an all-time high, utilising digital solutions to creating a more seamless, integrated pathway for passengers will soon be the norm.
In a recent survey conducted by SITA, it showed overall passengers rated their journey 8.2 out of 10, with figures increasing when mobile services or biometrics are used. These sentiments further cemented when looking at the percentage of passengers willing to switch from face-to-face to self-service. #
<h4>A passenger’s perspective</h4>
No longer do passengers want to wait in lengthy cues and are wanting more control over their time. An industry survey conducted by IATA indicated that over 50% of passenger worldwide want more self-service options to speed up their journey through airports*
In response to this, more airports are looking to increase the use of self-service technology to ease the strain of growing passenger numbers and are finding the gains are many.
A sample of self-service benefits, include:
<ul>
<li>Reduction in wait times</li>
<li>More efficient processes</li>
<li>Flexible and convenient operations</li>
<li>Puts the control into the hands of the passenger</li>
<li>Lower stress</li>
</ul>
<h4>The increased use of self-service</h4>
The use of self-service technology is not revolutionary. Banks first adopted this concept using ATMs in early 1967, when Barclays Bank in London first implemented the solution to reduce costs and provide better service to customers. Proven to be a significant benefit for businesses, and importantly, their customers, self-service technology has risen across a range of industries including retail and hotels to fast become part of our everyday urban landscape.
There are many factors contributing to the success of an airport, with the passenger processing operations being a significant contributor. It is essential for airports to provide ease and convenience, with much attention given to ensure a seamless flow of traffic and uninterrupted experience &#8211; the aim to avoid fatigue and frustration.
We took a look at the very front line of the passenger and baggage handling process; Self Bag Drop solutions, the key benefits, and things to consider.
<h4>Self Bag Drop solutions</h4>
For many airports, Self Bag Drop (SBD) solutions are now an integral part of the facilities offered, considerably enhancing the passenger experience.
Airlines and airports offering self-service have seen an increase in passenger satisfaction, with approximately 47% of all passengers using self-service tagging options on their most recent trip, an increase from 31% in 2016.#
Daifuku&#8217;s Self Bag Drop solutions offer an intuitive, clear guide through the simple three-step bag drop process.
Offering unprecedented efficiency, our technology takes a modern, flexible design approach to meet the unique physical requirements of airports worldwide.
While many early SBD deployments operated for a single airline, we understand that from an airport’s perspective, a &#8216;common-use&#8217; solution is preferred which is why we are the only SBD solution certified for use on the world&#8217;s leading common-use self-service. This ensures multiple airlines can utilise the same SBD hardware, maximising passenger throughput within the terminal check-in area.
The benefits for implementing a self-service solution for baggage drop are vast; below we&#8217;ve included a few, just to get you thinking.
<ol>
<li>Supports passenger growth and reduction of wait times within existing infrastructure and space without requiring large-scale redevelopments and capex expenditure.</li>
<li>Increases passenger throughput.</li>
<li>Solutions are always online and available, meaning a higher capacity is available.</li>
<li>Processing time for bag drop solutions continues to decline, to now below 65 seconds on average for the entire process &#8211; scan, tag, and drop.</li>
<li>Reduces administration work allowing airlines to mobilise staff to function as roving agents to assist with the check-in process and customer service, providing an add-value experience for passengers.</li>
<li>Increase in retail spend throughout the airport as passengers are less stressed and have more dwell time.</li>
</ol>
<h6>As we become more mobile with accessibility to air travel increasing, the impetus for the industry to support greater global connectivity will be heightened.</h6>
To speak with one of our experienced business solution managers on how to create positive passenger experience and increase efficiency, contact us today.
^ <a href="https://data.worldbank.org/indicator/IS.AIR.PSGR">https://data.worldbank.org/indicator/IS.AIR.PSGR</a> 
* <a href="https://www.iata.org/">https://www.iata.org/</a>, <a href="https://www.internationalairportreview.com/article/23211/passenger-processing-benefits-fast-travel/">https://www.internationalairportreview.com/article/23211/passenger-processing-benefits-fast-travel/</a> 
# <a href="https://www.sita.aero/resources/type/surveys-reports/baggage-it-insights-2019/">https://www.sita.aero/resources/type/surveys-reports/baggage-it-insights-2019/</a>

Rise of the Machines

The Airport Business Magazine &#8220;Top 40 Under 40” showcases the top talent and leading thinkers in the aviation industry who are building success today and innovations for the future. In 2018 two Daifuku Airport Technologies employees were nominated and awarded this honour.
With nominations currently underway for 2019, we wanted to recognise the impressive efforts of our 2018 award winners.
<h2 class="heading--4">Andrew Grusnick</h2>
Joining Daifuku in July 2013, Andrew commenced his employment as a Project Manager and within two short years was promoted to Director of Project Management.
This impressive trajectory of Andrew’s career within Daifuku has been driven by his proven leadership skills making him a key asset to both the Company and his peers.
A key attribute often bestowed on Andrew is his ability to empower his team, to strive to be their best. With the ability to look at each experience, both positive and negative, as an opportunity to learn and grow.
A husband, father, employee, and student, Andrew is passionate about his goals for both today and the future, and is currently enrolled in the MBA program at Michigan State.
In recent times, Andrew has championed the restructure of the North American Project Management group to support 100% growth in business year on year.  To achieve this, he has utilised creative staffing methods, including training retired military personnel, known for their highly focused attention to detail and organisational skills in Project Management.  He has also developed superintendents from the local Millwright Union Apprenticeship Program.
<h2 class="heading--4">Alex Wuchte</h2>
Working for Daifuku North America since February of 2012, Alex spent his first four years learning the baggage handling system business as a controls engineer. Since this time, he has represented Daifuku at some of the busiest airports in the world, including Atlanta, Washington Dulles, and Philadelphia.
Demonstrating exemplary leadership in delivering quality systems to our aviation customers, Alex has assisted in the delivery of complex new systems while maintaining daily airport operations. Gaining the confidence of airlines and key stakeholders through utilising his technical expertise and effective communication.
In 2016, Alex transitioned from engineering to sales, where he has been able to leverage his technical expertise along with his relationship building skills in the development of new customer-centric solutions.
In 2018, Alex was promoted to Business Development Associate, following record sales growth the year prior, and has since been successfully leading sales teams on substantial baggage handling opportunities.
<h6>As we look to the 2019 awards, we sincerely congratulate both Andrew and Alex on their achievements as valued members of Daifuku Airport Technologies team. </h6>
<h6>To make a nomination for this year’s awards, please visit The 2019 Airport Business Top 40 Under 40 Awards <a href="https://www.surveymonkey.com/r/AB40u40" target="_blank" rel="noopener noreferrer">submission page.</a></h6>

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