1. 1
Towards a data driven
Qantas
Cathy Choi
Business Insights,
Qantas

2. 2
TOWARDS A DATA DRIVEN
ORGANISATION
Qantas @ Qlik® Qonnections 2017
Cathy Choi
APR 2017

3. 3
PRESENTATION OVERVIEW
• About Qantas
• Business challenges we face
• Towards a data driven organisation
• Case Study 1 – Precision Timing Schedule and Integrated Operations
• Case Study 2 – Workforce Insights and Workforce Planning
• Next steps for Qantas
• Q & A

4. 4
QANTAS HISTORY
• Founded in 1920
• Australia’s largest domestic and international
airline
• Widely regarded as one of the world’s leading
long distance airlines
• One of the strongest brands in Australia
• Operate regional, domestic and international
• 30,000 people – 93% based within Australia
• Dual airlines: Qantas and Jetstar

5. 5
QANTAS SUBSIDIARIES

6. 6
BUSIENSS CHALLENGES IN THE AIRLINE INDUSTRY
• Financial impact to the airline for every delay
• Roll on effect to the rest of the operations
• Premium airline – expectations of quality and
standards
– On time arrival and departure is key for our
business travellers
– Customer experience & product offering
Customer retention & growing the brand
Flight delays & its impact on operational
efficiency

7. 7
TOWARDS A DATA DRIVEN ORGANISATION
Culture &
Mindset
Change
Knowledge
Worker
Capability
Information
Usefulness
Information
Attainability
Improve Qantas group performance through becoming a
data driven organisation
The Business Insights Team Vision
A data driven organisation is an organisation where
every person and system who can use data to make
better, faster decisions, has easy access to the right data
to make the decision.
What is a data driven organization?

8. 8
BUSINESS CHALLENGES THAT LED US TO QLIK SENSE®
• Data driven decision making no longer ‘optional’
• Analytics perceived as strategic enabler /
differentiator
• Proliferation of data exploitation opportunities
• Answering follow-up questions often takes weeks
• Ways to explore and ‘mine’ data and insights
Demand for more answersRapidly growing demand for analytics
• Manual intervention required to access information
• More time spent on gathering than analysing
• Need for speed to insights
• Lack of connectivity between different data subject
areas
• Partial information coverage
• Expectation of up-to-date information
Information is siloedLimited data access and relevance

9. 99
CASE STUDIES
PRECISION TIMING SCHEDULE & THE INTEGRATED OPERATIONS
CENTRE

10. 10
PTS AND THE IOC
Manual report leading to data self service
– Integrated Operations Centre
– Heartbeat of the airline operations
– End to end operations control
– What aircraft on what flight
– Aircraft ground time
– Disruption management
Integrated Operations Centre (IOC) and their function
– Time spent on ground between planes in the air
– A lead indicator of airline On Time Performance (OTP)
Precision Timing Schedule (PTS)

11. 11
BUSINESS PROBLEMS TO ADDRESS
• 8 man hours to produce a static report
– Reliance on other data sources
– Prone to handling error
• Critical to weekly operational planning meetings
 Drill down limited
 Deeper analysis unavailable
 Root cause identification takes time
 Old data
Recipients unable gain insights
Manual process to extract report
Slow, unwieldy and outdated before the report is delivered

12. 12
HOW DID WE DO IT?
• Iterative
• Deliver in phases
• Take business
excel reports as
input
• Qlik Sense® to
rapid prototype
• Business Logic built in
Information Layer in
the Data Warehouse
• Qlik® to surface
information to
business users
Approach Prototype. Validate Retrofit Visualise. Analyse

13. 13
OUTCOMES
From Reactive
to Proactive
Empowered to
ask questions
Focus on
better decision
making
Live and
breathe the
data driven
culture
• Relevant, more timely insights
• Able to anticipate and respond to issue before they occur which improves the overall customer
experience
• Perform root cause analysis
• Perform detailed delay analysis
• Business meetings can now dive into issues rather than sending analysts to find out something
for next week!
Analysts can now focus on:
• providing narratives and insights on operational issues
• opportunities rather than manually extracting data
• Head of the IOC uses the dashboard daily to monitor his business unit's performance

14. 1414
DEMO
DISCLAIMER: NOT REAL DATA – FOR DEMONSTRATION ONLY

15. 1515
CASE STUDIES
WORKFORCE INSIGHTS & WORKFORCE PLANNING

16. 16
WORKFORCE INSIGHTS AND WORKFORCE PLANNING
Using Qlik® to discover employee insights and better rostering lead to better operational
performance
• Labour cost is our 2nd largest operational cost
after fuel
• Balance of workforce availability and on time
performance
• Cohesive roster for all operational staff.
Workforce Planning and their function
– Monitor labour cost
– Optimise work roster
– Limit overstaffing or excessive overtime due
to poor roster planning
Workforce Insights

17. 17
BUSIENSS PROBLEMS TO ADDRESS
• Information for different labour types in different
rostering systems
• Inconsistent of labour unit cost calculation
• Actual vs planned work hours
• High cost of unplanned leave
– Unknown root causes
– Limited visibility
Inability to identify additional costsLack of visibility of total labour spend
• Leave management encourages staff wellbeing and
reduces fatigue related work place injury
• Inability to tie workforce plan to operational
performance
Workforce plan and operational performanceStaff wellbeing management
No visibility, lack of cost control

18. 18
HOW DID WE DO IT?
• Agile project
• Deliveries in short
sprints
• Business value up
front
• Tackle different datasets
in different sprints
• Business logic and data
transformation built in
Qlik Sense®
• Migrate and build
information layer in
data warehouse
base on logic
captured in Qlik
Sense®
• Qlik® to surface
information to
business users
Approach Incremental build Retrofit (Future)Incremental delivery

19. 19
OUTCOMES
Visibility of labor
cost distribution
Identify 'big
spenders'
Identify
opportunities
Unintentional
outcome
• Base cost and overtime
• Some business units spending up to 2x on overtime
• Flight disruptions causing additional labor spend
• Reducing cost via optimizing base roster
• Reduce safety risks by actively managing leave roster
• Revise rosters to reduce operational costs
• A Wellness app that is being used at group executive manager level

20. 2020
DEMO
DISCLAIMER: NOT REAL DATA – FOR DEMONSTRATION ONLY

21. 2121
QANTAS
WHERE TO NEXT?

22. 22
WHERE TO NEXT?
• Further report automation
• PTS phase 2 rollout to airport managers
IOC Operations reporting – phase 2
• Mindset and culture shift
• Knowledge worker capability uplift
• Awareness and education of the value of analytics
Open Insights
• Centralised platform services
• Decentralised capability
Growth and expansion
• Revenue Analysis
• Customer
• Fuel
• Engineering Reporting
Other Analytics projects in progress

23. 2323
Q & A

24. 2424
THANK YOU