Page 1
Definition of Innovation
Page 2 Source: Innovasian Catalyst Camp- Alpha Catalyst Consulting
Page 3
Page 4
3.74.4 4.7
5.0
6.1
6.9 7.07.6
8.28.8
6.77.3
8.1 8.38.7
9.2
2.12.6 2.9 2.8
4.2
5.0 4.75.4 5.2
7.0
4.44.9
5.4 5.6 5.66.1
AirA
sia
Air
Ara
bia
Tig
er A
irway
s
Ceb
u P
acifi
c
JetB
lue
Eas
yjet
Sou
thw
est
Wes
tjet
GO
L
Air
Ber
lin
Tha
i
Gar
uda
Air
Chi
na
MA
S
Cat
hay
SIA
CASK
CASK (Ex-Fuel)
Disciplined Cost Structure
CASK (CY10) (US Cents) 3.7
4.4 4.75.0
6.1
6.9 7.07.6
8.28.8
6.77.3
8.1 8.38.7
9.2
2.12.6 2.9 2.8
4.2
5.0 4.75.4 5.2
7.0
4.44.9
5.4 5.6 5.66.1
Air
Asia
Air
Ara
bia
Tig
er
Air
wa
ys
Ce
bu
Pa
cific
Je
tBlu
e
Ea
syje
t
So
uth
we
st
We
stje
t
GO
L
Air
Be
rlin
Th
ai
Ga
rud
a
Air
Ch
ina
MA
S
Ca
tha
y
SIA
CASK
CASK (Ex-Fuel)
Largest LCC in Asia
Passengers carried in millions (CY10)
Low cost leadership
Pioneer of the associate model
Leading ASEAN brand
Near to 10th year of operation
100 million passengers flown
within a period of 8.5 years
#1 LCC in Asia by no of pax carried
#4 LCC in the World by no of pax
carried
Market Share
5
MAA
Domestic 53%
International 37%
TAA
Domestic 43%
International 46%
IAA
Domestic 6%
International 43%
Leading Regional LCC
• Over 12 hubs across Malaysia, Thailand and
Indonesia
• Over 130 routes (145 including AAX)
• Over 61 destinations (75 including AAX)
• Over 40 unique routes
• No. of one way flights weekly: 2,139 (including
AAX)
# of hubs 12 3 11 4
31 60 50 # of destination
# of aircraft
Kuala Lumpur
Penang
Kota Kinabalu
Kuching
Bangkok
Chiang Mai
Phuket
Jakarta
Bali
Medan
Bandung
Surabaya
6
2 76 33
61
92
Connecting ASEAN
3-Step Strategy: Achieving Business Excellence through Continuous Improvement
Quality Management System (QMS)
Continual Improvement (CI) Business Excellence (BE)
Establish company-wide QMS & AirAsia’s Best Practices
Establish 2 tier CI program:-
-1st tier – Lean Six Sigma (Breakthrough CI Projects)
- 2nd tier – Quality Control Circle (QCC)
Participate & win International & local awards/recognitions i.e. Prime Minister’s Quality Award, Best Cabin Crew, World’s Best Airline etc.
1st Step: 2nd Step: 3rd Step:
Phase 1: Lay foundation and lead change
Develop program framework and kick
start continuous improvement
program with pilot projects
Phase 3: Sustain
Sustain and spread Continuous
Improvement culture
Phase 2: Create momentum and regionalise
2011 2010 2013
Establish Continuous Improvement
Program
2nd Step - Continuous Improvement: Program Roadmap
- Identify team member
- Feed data/resource
- Execute sub-projects in the department
Commit to one or two projects - Identify critical improvement areas - Identify project leaders - Provide adequate support and resources to
staff
Complete documentation of their core processes (SOP/manuals)
- Annual project summary by 31/10
- List of candidates for rewards or recognition by
15/11 every year
Enroll the projects into the system and update it
- Monitor and review the projects periodically with the project team
- Respond to project needs
Performance Improvement HODs
Will facilitate each department in establishing their Quality KPIs
Will distribute a comprehensive program guideline (templates, references, methodology, checklists, etc)
Lead the cross-department projects flowing down from Top leadership
Will sit down with each HOD to identify one or two projects in their department before end of November 2010
Will provide training and certification to help departments gain capability to run projects
Will develop rewards and recognition for the Program (Annual CI Board Review, Award ceremony)
Will develop communication platform to share best practices (Quality portal)
Will establish program tracking system for monitoring/easier follow-up
1
2
3
4
5
6
7
8
1
2
3
4
5
Projects completed 12
Projects in progress 12
Trained Black Belts 26
Trained Green Belts 81
Total savings RM23.4 million
Page 12
CIP Results : the facts and figures
Innovation : AA BRAIN Platform – Key features
Post your idea
View popular ideas
Vote ideas you like
View the ideas
See your ideas in action
Page 17
We’ve been asked by a lot of people how we’ve grown so quickly,
and the answer is actually really simple. We’ve aligned the entire
organisation around one mission: to provide the best customer
service possible
Page 18
On Customer Service: Our Employees are trained to provide outstanding Customer Service. Our aim is to get you to your destination safely and comfortably with a laugh or two along the way
On Travel Experience: Here at Southwest, we like to do things a bit differently than "the other guys". We pride ourselves on making it both simple and fun to fly wherever it is that life takes you, with low fares to 70+ destinations nationwide.
On Why People Should Fly Southwest: Fly Southwest Airlines because you want to be treated like a person
Obstacles to Innovation
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Top obstacles for innovation to happen in your company
Lack of funding to develop and commercialize ideas
Lack of a clear direction to innovate
Lack of understanding of the customer’s needs
Lack of great ideas
Lack of innovative talents
Risk averse leaders/ managers
Source: Leading Innovasian- Embedding innovation culture in Malaysian Organisations : Azim Pawanchik, Dr Suraya Sulaiman
Lack of readiness by customers to accept new ideas and solutions
Inadequate reward / incentive to innovate
Poor execution / project management
Lack of trust and empowerment from leaders
Page 21
Inspired people in AirAsia
Kaew
Ramp Boy
IT Supervisor
Inspired people in AirAsia
Cabin Crew
Cadet Pilot
Miss Thailand / Universe 2005