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Aviation History
1952
1952 - 0710.PDF
322 FLIGHT SHORT-HAUL AIR TRANSPORT Basic Considerations and their Translation into Practical and Economic Operations THIS article is composed of selected abstracts from a paper given recently before the Royal Aeronautical Society by Mr. Peter W. Brooks, B.Sc, A.C.G.I., A.F.R.Ae.S. In fairness to the lecturer, it should be made clear that only certain of the more practical sections of the paper are reproduced here: omitted, for example, are some long and detailed historical studies. The original work, which was profusely illustrated, was reminiscent in its thoroughness, and accuracy of detail, with the classic gapers written from time to time by the chief executive of ;.E.A.: but perhaps this is not surprising, for Mr. Brooks is Mr. Masefiefd's assistant and evidently maintains the tradition. THE organization of the world's airlines, the types of their equipment, forms of route network, lengths of stage, density of traffic, ground facilities available, standards of service and rates charged—all these vary widely and sometimes in an unrelated manner. In spite of these divergencies, their activities are governed by the same general principles and it is possible to classify them into four broad types: long-haul, long stage over 2,000 miles; long-haul, medium stage, 1,000-2,000 miles; short-haul, 200-1,000 miles; and feeder, under 200 miles. Such a classification cannot be rigid but it does help to show the basically different problems of the various types of operation. These may be for the carriage of passengers or freight—or, as is usually the case, of a combination of both. Another fundamental of air transport which influences an air line's mode of operation and its economic results is the type of route network. Again, it is difficult to place every operator into any one group, but most route patterns have an affinity with one of three simple types. These are: the "spoke" network—of which B.E.A.'s operations are an example; the "grid" network —such as that of Eastern Air Lines; and the "line" network —of which British Commonwealth Pacific Airlines is a classic example. The various types of operation and route network, together, whatever the character and volume of traffic carried, constitute the primary operational problem. Within the limits set by their varying influences, it is possible to distinguish a uniform basic pattern in the administrative structure of all air-transport under takings. All airlines can be regarded as having two productive divisions each of which has two merging roles : the Technical and Route Network Classes: This diagram shows some of the problems and advantages of three types of network; the "spoke," "grid" and "line." Operational and the Traffic and Commercial. In other words: making the aircraft available and flying them, and handling the traffic after finding it. For most airlines each of these functions is discharged by one or more departments which are supported by ancillary departments responsible for: finance and economic control and staff and property. The technical, operational, traffic and commercial r61es of an air line are the directly productive side of its activities. The technical and operational roles take in: procurement of aircraft, other equipment and stores; aircraft maintenance, overhaul and inspec tion; flight operations; movement control; space and reservations control; traffic handling. Traffic and commercial divisions are responsible for such matters as sales and sales promotion and advertising. These functions follow from each other and interlock. At the top of the list the aircraft are made available; at the bottom the traffic is attracted. The aircraft, provided by the engineering side of the airline and operated by the flying staff, are controlled from day to day by movement control to schedules agreed with the traffic and commercial sides of the organization. The traffic, attracted by advertising and acquired by sales, is handled by the traffic handling organization and integrated by space and reserva tions control into schedules agreed with the technical and opera tional division. Thus, the schedules—applied by movement control and ex ploited by space and reservations control—are the centre of the airline's productive effort. The effectiveness of this scheduling, more than any other single factor, governs an operator's efficiency. The adrninistration of the stations on an airline's network is additional and outside the structure already described. Adminis trative control of staff at stations is usually vested in the traffic department because the majority are traffic personnel. The form of organization is par ticularly important to the short-haul and feeder operator. An efficient and economic structure is essential to counteract the basically more costly nature of short-sector services. The development of the vehicle has been, and remains, the control ling factor in the progress of air transport, for the possibilities and limitations of the vehicle prescribe what is attainable in all forms of transport at any given time. Transport Aircraft Weights Increase: The increase in the all-up weights of British transport aircraft are seen here rising from the 4,750 lb of the D.H. 16 (1919) to the present-day 105,000 lb D.H. 106 Comet, and the even heavier Bristol 175 now under construction. 1920 1930 1940 1950
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