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40 FIGURE 33 Pittsburgh International Airport enplaned passengers, 20002009. (Source: Bureau of Transportation Statistics T-100 Market Data.) to face major overhauls or replacements simultaneously. The took over the maintenance of all airline baggage systems goal was to phase the work and capital required over time. and PBBs. ALS recruited many former US Airways employ- ACAA began with an assessment of the condition of each ees to work in the department and by May 2005, all regular PBB. The expectation was that maintaining the PBBs would maintenance activities for baggage systems and PBBs were require outside contractors and expertise. Inspections began handled in-house. in May 2001 and ACAA received a detailed report in Febru- ary 2002. PBB conditions were prioritized with repairs and Four years had passed since the initial inspections of the costs divided into three types: an immediate repair, a stan- PBBs. The ALS Department began work on immediate repair dard repair, and an upgrade to the PBB. items, with the highest priority going to safety. Efficiency was the second priority. Any work order that shortened the time In the midst of the PBB inspection program came the of reduced availability of a PBB was given a higher priority. September 11 attacks, followed by US Airways' first bank- The crews also began to upgrade PBBs with newer technol- ruptcy 11 months later. For Pittsburgh, it was a period of ogy. However, at the time, there was huge pressure to operate great uncertainty, and ACAA elected to delay any major more efficiently. The ALS Department reduced utility costs repairs, overhauls, and replacements until the status of the and evaluated staffing levels to size the department. US Airways hub operation at PIT was known. In the mean- time, ACAA transmitted the inspection reports to each air- line because it was the airlines' responsibility under existing DEVELOPMENT OF THE BUSINESS operating agreements to maintain PBBs at their respective gates. Airlines were given the option to complete repairs Now that the ALS Department was up and running, the next themselves (or to subcontract the work) or to provide fund- step was to address major PBB overhauls and the purchase ing to the ACAA, which in turn would package all the repairs of new PBBs to spread out future end-of-life cycles. The and seek a better price on a larger scale project. However, original plan called for outsourcing major overhauls and the because of the 9/11 turmoil, only the most immediate repairs purchase of two to three bridges per year over the next 5 were addressed. years. ALS staff first tackled the overhaul specifications and to do this, staff visited various PBB manufacturing facilities, After US Airways filed its second bankruptcy in late including ThyssenKrupp Airport Services and JBT (for- 2004, it abandoned maintenance responsibilities for its merly known as FMC Technologies). Following these visits, PBBs and automated baggage system at PIT. ACAA mobi- ALS began to consider the possibility of doing all Pittsburgh lized an outside contractor to assume these duties. However, PBB overhauls in-house with a goal of extending the life ACAA realized that it was paying a premium for this work expectancy of PBBs at least another 20 years (zero-timed). and developed a plan to bring these maintenance functions in-house. To achieve economies of scale, ACAA formed a The ALS Department pursued two simultaneous paths: new Airline Service Maintenance (ALS) Department and plans to outsource major overhauls and a detailed analysis of