A day in the life of a GTAA Business Operational Performance Analyst
- Nikola Cvetkovic
- Oct 3, 2018
- 2 min read
"Our number one priority? We don't have one," said Snow, a business operational performance analyst for the Greater Toronto Airports Authority," we both put costumer, in this case traveler, satisfaction and airport efficiency at the top."
Airports are like any other business that has grown so large it has become a living organism. They eat, sleep, and breath money. Naturally, it's number one priority should be the highest efficiency rate possible, which in turn should theoretically boost the passenger satisfaction rating.
"There is an international standard for airport customer satisfaction, a survey handed out to customers to fill out on how their flight was,"says Hong Huang, a senior manager of operational analytics for the GTAA. We are proud to have made it all the way to a 4.2 as of last year."
The scale is very simple, 0-5, zero being never heard of the airport and a five being absolutely perfect. A five has never been scored.
Toronto Pearson International Airport, with its goal of perfection and customer satisfaction, has given itself very high standards. One of these, and delectably the most important for travelers, is their goal to make wait times through security checks less than 10 minutes for 90-95% of travelers. For anyone who has be pushed from gate to gate because the lines are too big, this is great news.
And this is exactly what business operations analysts do; try to find the most efficient ways for their clients, in this case Pearson Airport, to function while generating the largest revenue possible.
For more information on how the GTAA has been in their efforts for customer satisfaction and airport efficiency, give this document a read:
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