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A Major Canadian Airline

$228,125 In Annual Impact. Six Manual Workflows, Gone.

Critical operational processes were running through a mix of proprietary systems, spreadsheets, email, manual reporting, and disconnected workflows.

Teams spent their shifts collecting data, re-entering it between systems, coordinating with vendors, and producing reports, rather than using any of it to make decisions.

Claron worked with operational stakeholders to automate the repetitive work and turn six manual workflows into systems that run themselves.

$228,125

combined annual value, before anything unquantified

returned to operational teams each year
1,520hrsreturned to operational teams each year
manual workflows rebuilt as systems
6manual workflows rebuilt as systems
disconnected sources joined into one layer
5disconnected sources joined into one layer

Operational knowledge was trapped across five systems that did not talk to each other.

Where the data lived

  • Proprietary airline software
  • Excel spreadsheets
  • Microsoft SharePoint
  • Azure-hosted data sources
  • External travel and vendor systems

Where the shift went

  • Gathering information
  • Reconciling conflicting data
  • Building recurring reports
  • Coordinating manual processes
  • Responding to issues after they happened

Free employees from repetitive administrative work so they could focus on operational decision making.

What We Built.

Crew Hotel Management

Crew accommodation planning meant manually pulling data from internal operational systems, working out hotel requirements, and coordinating bookings by hand. Roughly 1.5 hours every night.

A custom crew hotel management tool that consolidates the operational picture automatically and supports the booking decision.

saved per year, 1.5 per day
547.5hrssaved per year, 1.5 per day
annual labor saving
$16,425annual labor saving
annual hotel saving, 2 nights avoided per day
$146,000annual hotel saving, 2 nights avoided per day
Total annual impact
$162,425total annual impact

Ground Transportation

Transportation partners had no visibility into operational changes, so employees communicated every update and coordinated logistics by hand.

A custom integration that shares operational information with transportation partners as it changes.

On-time performance improved and coordination delays fell.

saved per year, 1 per day
365hrssaved per year, 1 per day
annual labor saving
$10,950annual labor saving
annual transport saving, 2 rides avoided per day
$36,500annual transport saving, 2 rides avoided per day
Total annual impact
$47,450total annual impact

Digital Jumpseat Requests

An employee travel request took roughly nine separate actions to complete.

One digital workflow with a single confirmation step. Fewer manual errors, faster turnaround, and a better experience for the employee making the request.

saved per year, 1 per day
365hrssaved per year, 1 per day
annual labor saving
$10,950annual labor saving
Total annual impact
$10,950total annual impact

Executive Operational Reporting

Management reporting meant assembling data out of operational software, Excel, SharePoint, and Azure. Most of the effort went into compiling rather than analysing.

One automated report, built from every source, arriving decision-ready. No manual reconciliation, and one version of each number.

saved per year, 40 minutes per day
243hrssaved per year, 40 minutes per day
annual labor saving
$7,300annual labor saving
Total annual impact
$7,300total annual impact

Two Changes That Never Showed Up On A Timesheet.

Proactive Flight Monitoring

Teams reacted to issues once they surfaced in the systems they already had.

A custom Chrome extension watches operational activity continuously and flags developing situations before they turn into disruption.

The organization moved from a reactive posture to a proactive one. Instead of finding problems after they had already hit operations, teams got advance visibility and time to act.

Automated Evening Network Reporting

A critical evening operational report was built by hand five days a week.

The report assembles itself from every relevant operational source and arrives every evening without anyone touching it.

Management gets a reliable network status report at consistent quality, and the reporting workload disappears.

The Whole Ledger.

Annual savings by initiative, grouped into labor savings and direct cost savings
Labor savings
Crew hotel management$16,425
Ground transportation$10,950
Digital jumpseat requests$10,950
Executive operational reporting$7,300
Total labor savings$45,625
Direct cost savings
Hotel night optimization$146,000
Ground transportation optimization$36,500
Total direct savings$182,500
Combined annual value$228,125

Labor is costed at $30 per hour. Hotel nights are costed at an average of $200 and ground transportation rides at an average of $50. Annual figures are extrapolated from observed daily averages across a full year.

$228,125 doesn't count any of this.

  • Reduced operational risk
  • Faster management decisions
  • Improved employee satisfaction
  • Greater process consistency
  • Fewer manual errors
  • Earlier issue detection
  • Higher productivity across operational teams

The greatest benefit was not the dashboards, the reports, or the software. It was returning time to skilled employees.

Instead of gathering information, employees could act on it.

Instead of maintaining spreadsheets, leaders could make decisions.

Instead of drilling for data, the organization could work on improving operations.

Tell us what your team rebuilds every week.

We will tell you what it costs and what it takes to end it.

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