Aviation Component MRO

• Turn Around Time reduced by 50% in 8 months
• Liquidation of Serviceable Stock made possible through reduced TAT approximately $1M
• Core Project Team coached and capable of running medium sized improvement projects with minimal support

• Turn around time is highly erratic
• There is low visibility of backlog (WIP) condition
• There is no standardised procedure to plan resource requirements to match production volume
• There is little structured activity to continuously improve the production processes
• Low synchronisation of activities between internal departments, resulting in excessive delay
• No standardised conveyance system resulting in variable time for delivery and transfer of materials and components

• Reduce turn around time
• Reduce serviceable component stock levels
• Develop a core internal team in ‘Continuous Improvement’ culture and methodology

• Current state and future state value stream mapping for each component shop to identify bottlenecks and waste
• Collation of results across all value streams identified generic problems which affected every production area
• Project ‘Master Schedule’ developed to address each of the generic concerns

TAT Challenge Activity:

• Our team coached in structured activity to challenge constraints and bottle necks
• Managers fully involved to ensure maximum knowledge transfer using our brief, simulate, do, project methodology
• Inter-departmental synchronisation and service level agreements challenged

Example Result

• Wheels overhaul TAT previously 26 days. Proven capability during TAT challenge – 3.2 Days

Materials Availability:
Team coached development of ‘Point of Use’ materials storage
High consumption volume materials storage point brought to the point of use

Example Result

• Delivery time for high consumption materials reduced from as high as 3 hours, to around 5 minutes
• Visualisation and standardised control parameters developed to support management of backlog (WIP)
• Standardised conveyance procedure developed and rolled out to ensure deliveries were always made every 30 minutes