Turnaround Optimizer
We verify the turn on the ramp, quantify where the minutes go, build the roadmap, and implement it with your departments — then measure it again. The Excel is the last step, not the first.
- Findings come from turns we stood on the ramp and timed — not from a process document
- Our own founders and team on the stand, not a subcontracted analyst bench
- Fixes land inside flight ops, cabin, engineering and airport ops — not in a pack
- Every gain is re-measured against a baseline we recorded ourselves
Where the written process and the ramp diverge, the TAT is lost
Most turnaround processes are modelled in a room and never checked against the aircraft.
A cycle, not a report
Each pass takes the next binding constraint.
Four things, on every observed turn
The frame is loaded before we mobilise. This is what it carries.
| Recorded on the ramp | What we capture | What it unlocks |
|---|---|---|
| Activity & sequence | Every step observed and timed against the departure clock | What the turn costs, minute by minute |
| Dependency chain | Which step cannot begin until which other step closes | The true critical path — not the assumed one |
| Resource assignment | Who performs each step, across every ramp and cabin role | Where manpower idles and where it is the bottleneck |
| Deviation & constraint | Where the turn broke, why, and what the team did about it | The fixes that are actually worth making |
Built for a gloved hand in direct sun
Our observers do not carry clipboards. They carry an app built around one rule: never block a timestamp on a form.
The gap is not analysis. It is execution on the ramp.
Recommending a process and making one hold on a live ramp are two different trades.
| Where this is won or lost | A large consulting programme | Flynapse |
|---|---|---|
| Processes actually delivered | Advice; execution left to the airline | Two, each written and rolled out across an airline’s stations |
| Who is on the ramp | Partners sell it, analysts deliver it | The founders, with their own team |
| Calibre of that team | Top pedigree, first time on a ramp | Same pedigree — IIT / IIM — plus ramp experience |
| Depth of trade | Cross-sector frameworks, applied here | Airline ops is the only trade we do |
| How it lands | Recommended, then handed to departments | Written with the departments, on site |
| What is left behind | A pack that still needs interpreting | A live process, and people trained on it |
Four operating departments, one combined plan. Our founders have worked inside all four, and led their combined planning.
Six deliverables, every one built from observed turns
Artefacts your teams use directly — not a report about the process.
No deliverable is a desk exercise. Every number traces back to a turn one of us stood on the ramp and watched.
Minutes off the turn, hours back on the fleet
One to two minutes off each turn is six to twelve more flying minutes a day — about an extra aircraft across a hundred-aircraft fleet.
Indicative ranges from airline engagements and industry benchmarks — actual numbers scale with fleet, station mix and turn type. Process figures are from an industry-level turnaround process, not a specific carrier’s.
One turn, four departments
The one process every department touches, and the only one none of them owns alone.
Related solutions
The turn touches the whole operation. These carry the rest of it.
Let us verify one of your turns
We will walk your stand, time the turn against your own written process, and show you where the minutes are going.