The alternative solutions section of the report includes various alternatives that were generated in a brain-storming process. These alternatives are often categorical. This section includes the descriptions for the various alternatives that were the result of the brainstorming process.
This alternative seeks to expand recruitment for in-house TSA PreCheck®, by advertising and expanding qualifications. Having more visibility and accessibility increases passenger participation. The airport currently has a location to register but it is limited to the Civic Area. If there was another location beyond the checkpoint, it might incentivize more customers to register due to convenience. The security checkpoint may be a constraint, depending on the time of day, when customers are advised to arrive three hours early. The first thing in their minds might be to get through the process. At that time, TSA PreCheck® might be an afterthought and customers may miss the opportunity, by queuing. With enough time, anyone who wishes to register may register and it includes incoming passengers from other airports. This increases the opportunity for TSA PreCheck® and helps elevate some potentiate bottlenecks.
Instead of having a dedicated TSA PreCheck® lane, it should include people that have little to no luggage, disabilities, seniors, government officials, active U.S. military, and anyone that is accompanied by a TSA PreCheck® or Global Entry recipient. One change would be adding a TSA PreCheck® registration facility past the security checkpoint to incentivize more people to sign up for TSA PreCheck®.
Alternative #2: Educational Game involves implementing an interactive app for the security process. This app is an Educational Game that customers take part in while performing their part of the screening process. Customers are timed from when they enter the security area to the time they leave and recompose their belongings. Their time is given to them through an application interface on their smartphones. The twenty customers that finish the process the fastest are rewarded with promotional incentives such as coupons to airport vendors. Above the security area, screens would display a leaderboard of the fastest times. Entering customers can observe the screen to see the current times. The application would include information on actions the customer can take to make the process faster for them, such as preemptively removing their laptop from their carry-on bag. TSO’s would have to spend less time instructing the customer and would be able to spend more time ensuring the security of customers. The stress of the security process that the customer experiences would be alleviated by the enjoyable and competitive nature of this alternative.
The alternative is to create an addition that supplements the current security checkpoint policy process. This will introduce an option to aid in reducing the lag between arriving at the airport and preparing for departure. By separating customers from their check-ins and/or carry-ons, each scan can be done independently, before the flight. This is not mandatory. So, to fit the needs of every type of passenger, this addition will give them some more options. This is a Blue Ocean Strategy, which uses a differentiation process that is low-cost and not disruptive to the operations. Customers can keep their valuables with them, if they choose to do so, in their personal bags. Airlines define what constitutes a personal bag, a carry-on, or a check-in. This addition can be codified and start a process innovation.
If adopted, check-ins and/or carry-ons can be sent along different paths as they become available for added checks, and/or shipment, and then collected when they arrive at the airport, airline, or their destination. This can be done via a third party, in-house, and even receive help from any strategic alliance. As an incentive, customers are encouraged to ship ahead or use current options by way of receiving amenities, discounts, or rewards. This will shorten or bypass the suggested arrival time and get through the security checkpoint by clearing bags ahead of schedule, at a local FedEx, UPS, or USPS. Corporate venture capital is possible with these delivery service giants. The only requirements are weight and TSA lock to verify and hasten the security process. The airport may need to facilitate the new infrastructure. A government agency like the TSA might be able to do a horizontal integration with another government agency, such as USPS.
Customers are allowed a personal bag and a carry-on. By limiting the number of carry-on, customers can get through a lot quicker. Upon arrival at the airport, customers can hand their luggage and/or carry-on to the staff at the service help desk. The TSA will start scanning and/or search for contraband while the customers continue to either of the two concourses. When the customers get to the security checkpoint, the only pertinent issues are minimalized by what was brought with them and the body scanner to go through. They can pick up their carry-on that had been screened earlier or have it sent directly to the plane, which makes the security line faster as the TSA only needs to check people at the checkpoint and not additional bags.
This option will include implementing updated screening machines that will replace the current models owned by the TSA at the IIA. These new screening machines are more fully automated which would enable a faster and more accurate screening process. This automated system would allow customers to leave laptops and other items in carry-ons. Furthermore, this solution would enable customers to maintain better social distancing as well as feeling safer. With an updated and more fully automatic system, the TSA would not need to maintain as many lanes in the security area. Many different companies offer fully integrated, automatic solutions including people screening, cabin baggage screening, and tray return technologies.
The client could continue operations as is, with the current regulations and procedures at great expense. Although the CDC has lifted restrictions, the government has not acknowledged the changes. Even with the lifted restrictions, some customers may still feel at risk when airports lift regulations and procedures.
By continuing with current operations, the client will require fewer pieces of safety equipment, and customers can gradually remove masks and stop social distancing. The IIA will also be able to spend fewer resources on signage about health, cleaning chemicals and/or solutions, and regulating customer face masks. However, doing so could cause various issues resulting from customers feeling a lack of care to properly protect customers. The airport needs to do its part to ensure the physical health and mental calmness of passengers if it wants to maintain its high status.