Commercial Aviation
American Airlines Removes Gate Bag Sizers to Improve Boarding Efficiency
American Airlines eliminates gate bag sizers, shifting carry-on enforcement earlier to streamline boarding and enhance passenger experience.
American Airlines has officially removed carry-on bag sizers from all boarding gates across the United States, marking a significant operational change that reflects broader industry trends toward streamlined boarding processes and enhanced passenger experience. This policy shift eliminates the metal measurement frames that passengers previously used to verify their carry-on luggage dimensions before boarding, while maintaining existing size restrictions and moving enforcement responsibilities earlier in the travel process. The change represents part of a larger industry movement toward reducing gate-area bottlenecks and improving boarding efficiency, with American Airlines following similar moves by United Airlines and responding to increasing passenger volumes and operational pressures in the post-pandemic travel recovery period.
The implications of this decision extend beyond American Airlines, signaling a shift in how Airlines balance operational efficiency, customer satisfaction, and ancillary revenue streams. As U.S. airlines collectively generate billions in baggage fee revenue, changes in enforcement tactics can affect both the passenger experience and the financial structure of airline operations. This article examines the background of airline baggage policies, details American Airlines’ recent changes, and explores the broader industry, operational, and consumer impacts of this evolving approach.
Understanding these developments is crucial for travelers, industry professionals, and stakeholders, as they influence not only day-to-day airport operations but also the long-term strategies airlines adopt to remain competitive in a rapidly evolving market.
The airline industry’s approach to carry-on luggage has evolved significantly over the past two decades, influenced by economic pressures and operational efficiency concerns. Most major U.S. carriers have adopted standard dimensions of approximately 22 x 14 x 9 inches for carry-on bags, a standard developed to maximize passenger capacity while managing limited overhead bin space. As aircraft load factors increased, particularly after industry deregulation and consolidation, ensuring uniformity in carry-on size became a logistical necessity.
The introduction of bag sizers at gates was a response to the growing need for consistent enforcement of these size restrictions. These metal frames, designed to replicate overhead bin dimensions, enabled gate agents to make objective decisions about whether a bag could be carried onboard. However, as travel volumes grew, the process of checking bags at the gate often resulted in boarding delays and passenger frustration, especially during peak travel periods when gate areas became congested.
The shift toward stricter carry-on enforcement was further accelerated by the introduction of checked baggage fees in the mid-2000s. As more travelers attempted to avoid these fees by maximizing carry-on allowances, airlines faced new challenges in balancing operational efficiency, customer satisfaction, and revenue generation. This led to increasingly complex and sometimes inconsistent enforcement practices, with significant variation between carriers and airports.
“The implementation of checked baggage fees fundamentally changed the way passengers approach carry-on luggage and forced airlines to rethink enforcement strategies.” , Industry Analyst, 2024 American Airlines’ removal of bag sizers from gate areas is not a relaxation of existing baggage policies but a strategic operational adjustment. The airline continues to enforce the 22 x 14 x 9 inch carry-on size limit, but now expects passengers to verify compliance earlier in the travel process, such as at check-in lobbies where sizers remain available. This means that while the physical sizers are gone from gates, the responsibility for compliance has shifted to travelers and front-line staff.
Gate agents are now instructed to use visual judgment when assessing potentially oversized bags, with guidance to “err on the side of the customer” in borderline cases. This represents a philosophical shift from objective measurement toward employee discretion, while still requiring obviously oversized items to be checked. The change is intended to reduce bottlenecks and disputes at the gate, speeding up the boarding process and improving overall efficiency. Operationally, the policy targets several challenges associated with gate-area bag sizing. Previously, the process of having passengers test their luggage in sizers created delays and sometimes contentious interactions. By eliminating this step, American Airlines aims to streamline boarding and reduce stress for both passengers and staff, all while maintaining the ability to identify and redirect non-compliant bags as needed.
The airline industry’s reliance on ancillary revenue, particularly from checked baggage fees, is substantial. In 2024, U.S. airlines collectively generated $7.27 billion from checked baggage fees, with American Airlines, Delta Air Lines, and United Airlines each earning over $1 billion individually. This revenue supports airline profitability and has influenced policy decisions around baggage enforcement.
While relaxing gate enforcement might seem to threaten this revenue stream, the broader financial calculus includes benefits from improved boarding efficiency, on-time performance, and customer satisfaction. Faster boarding can reduce crew costs and increase aircraft utilization, while a smoother experience may foster loyalty and repeat business.
The commercial aircraft overhead storage bin market, valued at $385.68 million in 2025 and projected to reach $670.64 million by 2030, illustrates the industry’s ongoing investment in solutions that accommodate more carry-on bags. These technological advances may further reduce the need for strict gate enforcement as newer aircraft offer more flexible storage options.
“Improving boarding efficiency and customer satisfaction can offset potential losses in baggage fee revenue by boosting operational performance and long-term loyalty.” , Airline Operations Consultant, 2025 American Airlines’ decision comes amid a broader trend among major carriers to streamline boarding and reduce passenger friction. United Airlines made a similar move in January 2020, reporting improved boarding efficiency and continued compliance through check-in and security checkpoint enforcement. This suggests that alternative approaches can be effective in maintaining standards without the need for gate sizers.
The push for efficiency is driven by increased passenger volumes, higher aircraft load factors (often exceeding 80%), and pressure to maintain on-time departures. Airlines such as Delta and United have also introduced new boarding zones and window-first seating policies to optimize passenger flow. These initiatives reflect a comprehensive industry effort to enhance operational performance.
Even traditionally customer-friendly carriers like Southwest Airlines have shifted toward ancillary revenue generation, recently introducing checked bag fees after years of a “Bags Fly Free” policy. This underscores the financial pressures facing airlines and the need to balance service with profitability.
Removing gate bag sizers introduces operational changes for both staff and passengers. Gate agents must now rely on visual assessments, which can introduce variability and require additional training to ensure consistent enforcement. Differences in aircraft design, such as varying overhead bin dimensions, further complicate the process, requiring staff to be familiar with multiple configurations. American Airlines has extended boarding times by five minutes and implemented new boarding technology that prevents passengers from boarding out of order. These changes help alleviate pressure on gate agents and provide more time for passengers to stow their bags, potentially reducing the impact of less stringent gate enforcement.
For passengers, the removal of gate sizers can reduce anxiety and embarrassment associated with public bag checks, often referred to as the “walk of shame.” However, it also shifts greater responsibility onto travelers to ensure compliance before reaching the gate. This can be challenging for infrequent flyers or those unfamiliar with varying airline policies.
“Overhead bin capacity is the single driver of boarding time and the main constraint on efficiency. Removing gate sizers addresses a symptom, not the underlying cause.” , Samuel Engel, Boston University Questrom School of Business Airlines are investing in boarding Technology, such as audible signals and digital displays, to manage group boarding and reduce confusion. American Airlines’ new systems, tested at several Airports, are part of a broader move toward automation and operational optimization. These technologies support the shift away from manual enforcement and help maintain orderly boarding without the need for physical sizers.
Aircraft Manufacturers are also innovating, with new overhead bin designs capable of storing more and larger bags. The projected growth in the storage bin market reflects this trend, as airlines seek to address passenger demand for more carry-on capacity and reduce the operational burden of strict size enforcement.
Enhanced communication tools, such as mobile apps and digital notifications, provide passengers with up-to-date baggage policy information, supporting compliance and reducing surprises at the airport.
American Airlines’ elimination of gate bag sizers is a strategic move that reflects evolving industry priorities. By shifting enforcement earlier in the travel process and empowering staff with discretion, the airline aims to improve boarding efficiency and passenger satisfaction without compromising operational control. The change addresses longstanding pain points for travelers and demonstrates a willingness to adapt in response to shifting market dynamics.
The broader industry context suggests that similar changes may become more widespread, especially as airlines invest in new technology and aircraft with greater storage capacity. Ultimately, the success of these initiatives will depend on airlines’ ability to balance efficiency, revenue, and customer experience in a competitive and rapidly changing environment.
Q: Does this mean American Airlines no longer enforces carry-on size restrictions? Q: Can passengers still check their bag size at the airport? Q: How does this change affect boarding times? Q: What should travelers do to avoid issues with their carry-on bags? Sources: Fox9 News
American Airlines Eliminates Gate Bag Sizers: A Strategic Shift in Airport Operations and Industry Standards
Background and Historical Context of Airline Baggage Policies
American Airlines’ Comprehensive Policy Change Implementation
Financial Context and Revenue Implications
Competitive Landscape and Industry Trends
Operational, Technical, and Consumer Considerations
Technological and Infrastructure Developments
Conclusion
FAQ
A: No, American Airlines still enforces the 22 x 14 x 9 inch carry-on size limit. The difference is that enforcement now happens earlier, and gate agents use visual judgment rather than physical sizers at the gate.
A: Yes, bag sizers remain available in airport check-in lobbies for passengers who wish to verify their luggage dimensions before proceeding through security.
A: By removing the need for passengers to test their bags at the gate, boarding is expected to be faster and less stressful, reducing delays and congestion in the gate area.
A: Passengers should measure their luggage at home and use the sizers available at check-in to ensure compliance with the airline’s size restrictions.
Photo Credit: American Airlines
Aircraft Orders & Deliveries
Aergo Capital Acquires Boeing 737 MAX 8 from Aircastle Leased to WestJet
Aergo Capital acquires a Boeing 737 MAX 8 from Aircastle currently leased to WestJet, highlighting active secondary market demand and expanding Aergo’s aviation portfolio.
This article is based on an official press release from Aergo Capital.
Dublin-based aircraft leasing and asset management platform Aergo Capital has announced the acquisition of one Boeing 737 MAX 8 aircraft from Aircastle. The transaction, announced on December 16, 2025, involves an aircraft bearing Manufacturer Serial Number (MSN) 60513, which is currently on lease to Canadian carrier WestJet.
This acquisition marks a continuation of Aergo Capital’s strategy to invest in modern, fuel-efficient narrowbody aircraft. According to the company’s official statement, the deal underscores the active secondary market for the 737 MAX and strengthens the trading relationship between the two major lessors. The aircraft remains in operation with WestJet, ensuring continuity for the airline while transferring asset ownership to Aergo.
The deal highlights the growing collaboration between Aergo Capital and WestJet, following significant transactions earlier in the operational year. By acquiring this asset, Aergo expands its portfolio of liquid, in-demand aviation assets while Aircastle executes its strategy of active portfolio management.
The specific asset involved in the transaction is a Boeing 737 MAX 8, identified by MSN 60513. Fleet data indicates this aircraft operates under the registration C-GRAX. Originally delivered during the initial rollout phase of the MAX program, the aircraft is approximately eight years old and represents the current generation of Boeing’s narrowbody technology.
Fred Browne, Chief Executive Officer of Aergo Capital, emphasized the importance of the acquisition in strengthening ties with both the seller and the lessee. In a statement regarding the deal, Browne noted:
“We are pleased to complete the acquisition of this Boeing 737 MAX 8 from Aircastle… I also extend my thanks to WestJet for their continued partnership and support.”
On the seller’s side, Aircastle, a Stamford-based lessor owned by Marubeni Corporation and Mizuho Leasing, viewed the sale as a testament to their strong commercial network. Michael Inglese, CEO of Aircastle, commented on the relationship between the firms:
“We value the long-standing trading relationship we have built with Aergo… The acquisition underscores the strong commercial relationship between Aergo and Aircastle.”
This transaction is not an isolated event but rather part of a deepening relationship between Aergo Capital and WestJet. In August 2024, Aergo completed a significant sale-and-leaseback transaction involving eight Boeing 737-800 aircraft with the Canadian airline. That deal marked the first major collaboration between the two entities. The addition of this 737 MAX 8 further cements Aergo’s position as a key partner in WestJet’s fleet financing structure. For Aircastle, the sale aligns with a strategy of capital recycling and portfolio optimization. Trading assets with leases attached is a common practice in the aircraft leasing industry, allowing lessors to manage age profiles and risk exposure. For WestJet, the transaction represents a “backend” change of lessor; the airline retains physical possession and operational control of the aircraft, merely redirecting lease payments to the new owner, Aergo Capital.
The Secondary Market for the MAX 8
The transfer of a Boeing 737 MAX 8 between two major lessors highlights the intense demand for this asset class in the secondary market. With new aircraft production facing documented delays across the industry, “on-lease” assets, aircraft that are already built, certified, and generating revenue, have become premium commodities.
While an eight-year-old airframe might typically be considered approaching mid-life, the 737 MAX 8 remains a current-generation asset offering approximately 14% better fuel efficiency than its predecessors. For lessors like Aergo Capital, acquiring such an asset avoids the long wait times associated with factory order books. For the industry at large, this trade signals that liquidity for the MAX platform remains robust, despite, or perhaps because of, supply chain constraints limiting the delivery of new metal.
Sources:
Aergo Capital Acquires WestJet-Leased Boeing 737 MAX 8 from Aircastle
Transaction Overview and Executive Commentary
Strategic Context and WestJet Partnership
Deepening Ties with WestJet
Asset Liquidity and Market Demand
AirPro News Analysis
Photo Credit: Aergo Capital
Aircraft Orders & Deliveries
Qanot Sharq Receives First Airbus A321XLR in Central Asia
Qanot Sharq becomes Central Asia’s first operator of the Airbus A321XLR, expanding long-haul routes to North America and Asia from Tashkent.
This article is based on an official press release from Airbus and Qanot Sharq.
On December 19, 2025, Qanot Sharq, Uzbekistan’s first private airline, officially took delivery of its first Airbus A321XLR (Extra Long Range) aircraft. The delivery, facilitated through a lease agreement with Air Lease Corporation (ALC), marks a historic milestone for aviation in the region, as Qanot Sharq becomes the launch operator of the A321XLR in Central Asia and the Commonwealth of Independent States (CIS).
This aircraft is the first of four confirmed A321XLR units destined for the carrier. According to the official announcement, the airline intends to utilize the aircraft’s extended range to open new long-haul markets that were previously inaccessible to single-aisle jets, including planned services to North America and East Asia.
The newly delivered A321XLR is powered by CFM International LEAP-1A engines and features a two-class layout designed to balance capacity with passenger comfort on longer sectors. The aircraft accommodates a total of 190 passengers.
In addition to the seating configuration, the aircraft is fitted with Airbus’ “Airspace” cabin interior. Key features include customizable LED lighting, lower cabin altitude settings to reduce jet lag, and XL overhead bins that provide 60% more storage capacity compared to previous generation aircraft.
Nosir Abdugafarov, the owner of Qanot Sharq, emphasized the strategic importance of the delivery in a statement regarding the fleet expansion.
“The A321XLR’s exceptional range and efficiency will allow us to offer greater comfort and convenience while maintaining highly competitive operating economics.”
, Nosir Abdugafarov, Owner of Qanot Sharq
The introduction of the A321XLR allows Qanot Sharq to deploy a narrowbody aircraft on routes typically reserved for widebody jets. With a range of up to 4,700 nautical miles (8,700 km), the airline plans to connect Tashkent with destinations in Europe, Asia, and North America.
According to the airline’s strategic roadmap, the new fleet will support route expansion to Sanya (China) and Busan (South Korea). Furthermore, the airline has explicitly outlined plans to serve New York (JFK) via Budapest. While the A321XLR has impressive range, the distance between Tashkent and New York (approximately 5,500 nm) necessitates a technical stop. Budapest will serve as this intermediate point, potentially allowing the airline to tap into passenger demand between Central Europe and the United States, subject to regulatory approvals. AJ Abedin, Senior Vice President of Marketing at Air Lease Corporation, noted the geographical advantages available to the airline.
“Qanot Sharq is uniquely positioned to unlock the full potential of the A321XLR due to its strategic location in Uzbekistan, bridging Europe and Asia.”
, AJ Abedin, SVP Marketing, Air Lease Corporation
The delivery of the A321XLR signals a distinct shift in the competitive landscape of Uzbek aviation. Until now, long-haul flights from Tashkent,specifically to the United States,have been the exclusive domain of the state-owned flag carrier, Uzbekistan Airways, which utilizes Boeing 787 Dreamliners for non-stop service.
By adopting the A321XLR, Qanot Sharq appears to be pursuing a “long-haul low-cost” hybrid model. The A321XLR burns approximately 30% less fuel per seat than previous-generation aircraft, allowing the private carrier to operate long routes with significantly lower trip costs than its state-owned competitor. While the one-stop service via Budapest will result in a longer total travel time compared to Uzbekistan Airways’ direct flights, the lower operating costs could allow Qanot Sharq to offer more competitive fares, appealing to price-sensitive travelers and labor migrants.
Furthermore, the choice of Budapest as a stopover is strategic. If Qanot Sharq secures “Fifth Freedom” rights,which are currently a subject of regulatory negotiation,it could monetize the empty seats on the Budapest-New York sector, effectively competing in the transatlantic market while serving its primary base in Central Asia.
Sources: Airbus Press Release, Air Lease Corporation
Qanot Sharq Becomes First Central Asian Operator of Airbus A321XLR
Aircraft Configuration and Capabilities
Strategic Network Expansion
AirPro News Analysis: The Long-Haul Low-Cost Shift
Sources
Photo Credit: Airbus
Airlines Strategy
Kenya Airways Plans Secondary Hub in Accra with Project Kifaru
Kenya Airways advances plans for a secondary hub at Accra’s Kotoka Airport, leveraging partnerships and regional aircraft to boost intra-African connectivity.
This article summarizes reporting by AFRAA and official statements from Kenya Airways.
Kenya Airways (KQ) is moving forward with strategic plans to establish a secondary operational hub at Kotoka International Airport (ACC) in Accra, Ghana. According to reporting by the African Airlines Association (AFRAA) and recent company statements, this initiative represents a critical pillar of “Project Kifaru,” the airlines‘s three-year recovery and growth roadmap.
The proposed expansion aims to deepen intra-African connectivity by positioning Accra as a pivotal node for West African operations. Rather than launching a wholly-owned subsidiary, a model that requires heavy capital expenditure, Kenya Airways intends to utilize a partnership-driven approach, leveraging existing relationships with regional carriers to feed long-haul networks.
While the Kenyan government formally requested permission for the hub in May 2025, Kenya Airways CEO Allan Kilavuka confirmed in December 2025 that the plan remains under active study. A final decision on the full execution of the project is expected in 2026.
The core of the Accra strategy involves basing aircraft directly in West Africa to serve high-demand regional routes. According to details emerging from the planning phase, Kenya Airways intends to deploy three Embraer E190-E1 aircraft to Kotoka International Airport. These aircraft will facilitate regional connections, feeding passengers into the carrier’s long-haul network and supporting the logistics needs of the region.
This operational shift marks a departure from the traditional “hub-and-spoke” model centered exclusively on Nairobi. By establishing a presence in Ghana, KQ aims to capture traffic in a market currently dominated by competitors such as Ethiopian Airlines (via its ASKY partner in Lomé) and Air Côte d’Ivoire.
A key component of this strategy is the airline’s collaboration with Ghana-based Africa World Airlines (AWA). Kenya Airways signed a codeshare agreement with AWA in May 2022. This partnership allows KQ to connect passengers from its Nairobi-Accra service to AWA’s domestic and regional network, covering destinations like Kumasi, Takoradi, Lagos, and Abuja.
Industry observers note that this “capital-light” model reduces the financial risks associated with starting a new airline from scratch. Instead of competing directly on every thin route, KQ can rely on AWA to provide feed traffic while focusing its own metal on key trunk routes. The push for a West African hub comes as Kenya Airways navigates a complex financial recovery. The airline reported a significant milestone in the 2024 full financial year, posting an operating profit of Ksh 10.5 billion and a net profit of Ksh 5.4 billion, its first profit in 11 years. This resurgence provided the initial confidence to pursue the growth phase of Project Kifaru.
However, the first half of 2025 presented renewed challenges. The airline reported a Ksh 12.2 billion loss for the period, attributed largely to currency volatility and the grounding of its Boeing 787 fleet due to global spare parts shortages. These financial realities underscore the necessity of the proposed low-capital expansion model in Accra.
The strategy focuses on collaboration with existing African carriers rather than creating a new airline from scratch.
, Summary of Kenya Airways’ strategic approach
The viability of the Accra hub relies heavily on the Single African Air Transport Market (SAATM) and “Fifth Freedom” rights, which allow an airline to fly between two foreign countries. West Africa has been a leader in implementing these protocols, making Accra a legally feasible location for a secondary hub.
Furthermore, the African Continental Free Trade Area (AfCFTA) secretariat is headquartered in Accra. Kenya Airways is positioning itself to support the trade bloc by facilitating the movement of people and cargo between East and West Africa. The airline has already introduced Boeing 737-800 freighters to serve key destinations including Lagos, Dakar, Freetown, and Monrovia.
The decision to delay a final “go/no-go” confirmation until 2026 suggests a prudent approach by Kenya Airways management. While the West African market is lucrative, it is also saturated with aggressive competitors like Air Peace and the well-entrenched ASKY/Ethiopian Airlines alliance. By opting for a partnership model with Africa World Airlines rather than a full subsidiary, KQ avoids the “cash burn” trap that led to the collapse of previous pan-African airline ventures. If successful, this could serve as a blueprint for other mid-sized African carriers looking to expand without overleveraging their balance sheets.
What aircraft will be based in Accra? When will the hub become operational? How does this affect the Nairobi hub?
Kenya Airways Advances Plans for Secondary Hub in Accra Under ‘Project Kifaru’
Operational Strategy: The ‘Mini-Hub’ Model
Partnership with Africa World Airlines
Financial Context and ‘Project Kifaru’
Regulatory Landscape and Competition
AirPro News Analysis
Frequently Asked Questions
Current plans indicate that Kenya Airways intends to base three Embraer E190-E1 aircraft at Kotoka International Airport.
While planning is underway and government requests have been filed, a final decision on full execution is not expected until 2026.
Nairobi (Jomo Kenyatta International Airport) remains the primary hub. The Accra facility is designed as a secondary node to improve regional connectivity and feed traffic back into the global network.
Sources
Photo Credit: Embraer – E190
-
Commercial Aviation6 days agoVietnam Grounds 28 Aircraft Amid Pratt & Whitney Engine Shortage
-
Business Aviation3 days agoGreg Biffle and Family Die in North Carolina Plane Crash
-
Defense & Military4 days agoFinland Unveils First F-35A Lightning II under HX Fighter Program
-
Business Aviation2 days agoBombardier Global 8000 Gains FAA Certification as Fastest Business Jet
-
Technology & Innovation17 hours agoJoby Aviation and Metropolis Develop 25 US Vertiports for eVTOL Launch