Background
China Southern Airlines, one of China’s largest airline groups, is responsible for managing a wide array of business functions including flight operations, engineering, commercial services, finance, and internal affairs. In alignment with the Southern Power Grid Company’s digital transformation agenda, China Southern Airlines embarked on an Operational Service Management Construction Project. The project’s core aim is to streamline operations and integrate information management across the organisation, moving away from isolated information systems to a unified, integrated approach.
Challenges:
China Southern Airlines faced several operational challenges that needed addressing:
- Fragmented Management Systems: The airline struggled with scattered administrative entry points and low-resolution efficiency, which made problem tracing difficult.
- Lack of Efficient Operational Support: The absence of a robust IT operational management system meant that operational theories did not effectively support current practices, leading to inefficiencies.
- Inadequate Assessment Management: With multiple independent operational systems, the responsibilities of operational staff were unclear, making performance difficult to assess.
Results:
To overcome these challenges, China Southern Airlines implemented a comprehensive strategy that included:
- Unified Operational Service Management: By organically integrating people, technology, systems, and processes, the project standardised, regulated, and systematised operations, substantially enhancing overall operational efficiency.
- Enhanced User Engagement: The initiative successfully engaged over 150,000 customers, with an active user count of 2,000, by providing customised workflows, knowledge entries, and reporting capabilities.
- Customised Operational Solutions: More than 30 customised processes, over 120 knowledge entries, 60 custom reports, and 20 new features were developed to meet specific operational needs.
