creating efficiencies in mro for enhanced...

March 14 TAP M&E Presentation 1

Creating Efficiencies in MRO

for Enhanced Profitability

Pedro Miguel Rodrigues da Costa

21 March 2014 st

TAP ME - Intro.mpg


Increase sales ( $ 425 000)

Resume

Low cost is a basic requirement of doing business in the 2000s….cost and therefore price must be competitive or

customers will take take their business elsewhere..

Lean tools can help us to reduce cost , to increase productivity, to be more cost effectively …

Increase productivity (13% )

Increase the process visual management

“Continuous Improvement as enabler of innovation and operational excellence”


Welcome to TAP M&E

Continuous Improvement at M&E

Methodology and Tools

Case Studies:

Kainzen Event/A check A340

Conclusions


Welcome to TAP M&E



Case Studies:


Conclusions


Continuous improvement team history

Timeline

July

2009

Jan

2010

Feb

2010

Apr

2010

May

2010

Diagnostic

on possible

opportuni-

ties to

capture at

TAP M&E

Starting point

Decision to

create an

internal team

to capture the

opportunities

Internal

recruiting

process

Team

setup

Team

start

First pilots

developed

at engines

dept

First pilots

at airframe

dept

Lean/Continuous

Improvement

March 14 TAP M&E Presentation 6 6

Team and project’s objectives

•To establish the

operational

transformation

program of TAP

M&E intended to

fuel business

growth and

sustained

improvements for

TAP Group

To eliminate waste sources or

inefficiencies of TAP M&E

productive processes

To identify best practices, to

promote knowledge sharing

among areas and to provide an

external perspective on the

problems face by the areas

To implement a dynamics of

active participation on

continuous improvement by the

entire organization

• To prioritize the opportunities

identified, with the detailed

design of the agreed solutions

• To launch the pilots of the

prioritized initiatives and to

develop the monitoring tools

and methods

• To outline the broad roll-out plan

of the identified initiatives for all

areas


Structure of the Lean Team

Logistics pilot

EVP/Senior Manager of

TAP M&E

Lean team

Team leader

Team members

Change agents

Aircraft base maintenance

pilot

Engines pilot

Blue colors Blue colors

Central/local

logistic member

• Sponsors the project, and gives high

visibility to the whole organization

• Fosters cooperation between the

different areas

• Responsible for the project

• Manages resources, progress and

communication

• Typically the head of shift/team

in the production area

(dedicated 100% to the pilot)

• Responsible for the

implementation on the field of

the initiatives

• Dedication of 40-60% of the

time

• All areas are represented in the

team

• Participate in the discussion to

detail the initiatives to be

launched, to overcome

obstacles and track progress of

the pilot

Blue colors

A-check C-check

Purchase Organization


Deputy COO

Marketing & Sales Purchasing &

Logistics Quality and Safety Engineering Human Resources

Finance and

Accounting

Information

Technologies

Engine

Maintenance

Aircraft

Maintenance

Components

Maintenance

• Controller

• Customer Service

• Engineering and Quality

• Planning and Control

• Logistics

• Engine Shop

• Support Shops

• Controller



• Logistics

• Base Maintenance

• Operational Maintenance

• Controller



• Logistics

• Avionics Shop

• MHP Shops

• Negociation

•Technical Purchasing

• Materials Management

• Rotables Management

• Wharehouse

• Equipment and Facilities

• COMAT (EWR)

• Quality Engineering

• Laboratories

• Fleet and Projects

• Technical Publications

• Third Parties and Costing

• Invoicing

• HR Development

• Technical Training

•Social and Labour Relations

• Sales Portugal

• Sales Engines

• Communication & Brand

Organizational

Transformation

Member Of Executive Board

Organization Maintenance & Engineering

Strategy and

Business Control

Sponsor

Continuous Iimprovement Project


Welcome to TAP M&E



Case Studies:


Conclusions


Lean – Recognising Customer Value

Value Add Any process that changes the

nature, shape or characteristics

of the product, in line with

customer requirements

Non-Value Add Any work carried out that does

not increase product value but

adds cost or time. Unavoidable

with current technology or

methods

Waste The use of any material or

resource beyond what the

customer requires and is willing to

pay for. Should be removed

immediately

Before Lean:

After Lean: Waste

Value add

Non

value

add

Process


Lean Tools

11

Suggestion Programs

5 Why´s

Standard Work

Employee Involvement

……..

………

VSM – Value Stream mapping

VAT – Value Added Time

Spaghetti Diagram

Takt Time 5S

Kainzen Events.

Visual Management

Fishbone

These tools help

to identify and

eliminate waste

from the process

Specifique tools


Design Plan Implement Rollout Prepare Diagnose

Develop an implementation plan structured by work or value stream

Identify resources requirement

Identify implementation risks

Review , ajust , and standardized the new process

Form Team Plan and Initiate communications Compile data Plan activities …..

Analyze Operating system

Analyze management infrasstructure

Analyze mindsets and capabilities

Design target-state operating system Confirm targets

Design management infrastructure to support the operation system

Specify mindsets and capabilities to reinforce new way of working

Stabilize Implement Review progress Interface with more general initiatives o

Continuous Improvement Project

Standard process

It is important to ensure the consecution of all the

“standard” activities along the steps…


Welcome to TAP M&E


Methodology/Tools

Case Studies:


Conclusions


Case Study – Kainzen Event

Continuos Improvement Week




entire organization




Sub-Area Name email

Continuos Improvement Projects 20-24 MAY 2013 Rev.09

Area ProjectTeam

PlaceContinuos

Improvement SupportMA/MB/PM Renato Marques [email protected]

MA/LG/EF Jorge Silva [email protected]

MA/LG/EF Virgilio Vaz [email protected]

MA/PC/PP/CD Luís Filipe Silva [email protected]

TI José Paulino [email protected]

MA/MO/ML Carlos Mendes [email protected]

LG/EI Vítor Santos [email protected]


MM/PC Francisco Azevedo [email protected]

MM/PC/CP Pedro Carrapiço [email protected]

MM/PM Hugo Vitorino [email protected]

MM/PM Ricardo Madrinha [email protected]

MM/LG/PR Luís Janeiro [email protected]

MM/EQ António Ferreira [email protected]

MM/EQ/GC Vítor Gomes [email protected]

MM/PM João Vizinha [email protected]

MM/PM Cláudio Cunha [email protected]

MM/LG Ana Bidarra [email protected]

MM/LG Vera Costa [email protected]

MC/HP/AP João Abreu [email protected]

MC/IE/RA Pedro Macau [email protected]

MC/LG(HP) Carlos Xavier [email protected]

MC/LG(IE) Cristina Almeida [email protected]

MC/IE/EM José Simão [email protected]

MC/IE/EM Carlos Nunes [email protected]

MC/HP/AH Rui Miranda [email protected]

MC/HP/AH Pedro Neto [email protected]

MC/PC(HP) Pedro Trinchante [email protected]

Nuno

Soares

Nuno

Soares

MC IDGs test -TAT Meeting Room - IE

MC Renewal of the material

requisitions system

Meeting Room HP

34665

MMOptimization control process repair

parts ("Parts Pool")

Buld. 23, Meeting

Room- MM

Duarte

Pereira

MM Engine Documentation Process Buld. 23, Room 18 -

MM/PC

Duarte

Pereira

Pedro

Costa

MA Paperless Meeting Room

Meeting Room 1

floor do anex f ao

hangar 6

Pedro

Costa

MA Advance Work Station Position H6-Meeting Room- 44

-Topo Sul




Sub-Area Name email


Area ProjectTeam

PlaceContinuos

Improvement SupportLG/CP João Matos [email protected]

LG/AR Luzia Rato [email protected]

LG/CP/RE Patrícia Condeço [email protected]

LG/CP/RE Marina Erlich [email protected]

LG/AR/EX António Cardoso [email protected]

LG/AR/EX Ulisses Almeida [email protected]

RH/DE Ana Paulino [email protected]

RH/DE Andreia Rodrigues [email protected]

(todas)

FC/TC Carla Farinha [email protected]

FC/TC/CL Emília Fernandes [email protected]


EC João Vilela [email protected]

EC Eunice Santos [email protected]


MEGASIS Implementação, 4ªT/5ªM

MV/CM Joana Baeta [email protected]


QS/EG/AU Margarida Duarte [email protected]

QS/EG/TM Ana Cascais [email protected]

QS/LB/ST Luís Bacelar [email protected]

Nuno

Soares

QSPlanning and scheduling of Annual

Audits-Improved Meeting Room - QS

Duarte

Pereira

Duarte

Pereira

MVImprovement of the initial customer

contact Room 2.41

Pedro

Costa

ECReducing the time available for the

KPIEC

FC

Request applicant, requests for

information-Example: account

statements

Meeting Room -

FC/TC-Local : 2º floor -

room 7 do Anexo F

Hangar 6

RH Appointement Managers Sala reuniões RHDuarte

Pereira

LG

Reduce the delivery time of the

repair processes documentation in

the expedition

Meeting room 4º

floor

Pedro

Costa




Sub-Area Name email


Area ProjectTeam

PlaceContinuos

Improvement Support

EG/FP J. Simões [email protected]

EG/FP J Almeida [email protected]

EG/FP Pedro Silva [email protected]

EG/FP João Picão [email protected]


MEGASIS Implementação, 4ªT/5ªM

(todas) Final desenho, despacho

Full time Duarte Pereira Pedro Costa

Part time [email protected] [email protected]

Team Lider Tel: 36541 Tel: 36303

TM: 92 7988881 TM: 92 7988882

Nuno

Soares

Nuno Soares

[email protected]

Tel: 36894

TM: 96 2098291

Pedro

Costa

TI

Planning and scheduling for meeting

rooms and audiovisual media

support -Optimization

TI

EGInvestigation of Techical Incidents

Reports

Meeting room -

ME/EG

Continuous

Improvement

Week

All areas involved

14 Projects

50 Workers

6 hours/per day/worker







entire organization

Projects presentations


Case Study – A Check A340

To establish the

operational

transformation

program of TAP

M&E intended to

fuel business

growth and

sustained

improvements for

TAP Group

http://www.google.pt/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=AXH9MrrDenw9_M&tbnid=d2YlAxYVD-xKnM:&ved=0CAUQjRw&url=http://www.airliners.net/photo/TAP-Portugal/Airbus-A340-312/1100872/L/&ei=itgZU8zkA9OQhQefv4CoAw&bvm=bv.62578216,d.ZG4&psig=AFQjCNER1XrThTaCo4Et60AG9jqyRaxCBg&ust=1394289055624696



Standard Process-Prepare


Develop an implementation plan structured by work or value stream


Identify implementation risks

Review , ajust , and standardized the new process

Form Team Plan and Initiate communications Compile data Plan activities …..





Design management infrastructure to support the operation system

Specify mindsets and capabilities to reinforce new way of working

Stabilize Implement Review progress Interface with more general initiatives o

Activities

• Kick-off meeting

• Meeting with colleagues from the Area to understand the problem’s context

• Interviews with operational elements to understand the context of the problem

• Set up and train the team

• ….


Lisbon

TAP M&E offers a vast span of services ranging

from line maintenance to heavy maintenance

checks, engine overhaul, components

maintenance, engineering and planning

services, material support and integrated

maintenance packages, for the Airbus A300-600,

A310, A330, A340, A320 family; for the engine

models CFM56-3,-5A,

-5B,-5C,-7B and CF6-80C2/A/B.

Hangars: 3

Hangar Capacity: 3 WB, 5 NB

Hangar Area: 26,380 m²

Total Building Area: 71,200m²

Porto Alegre

TAP M&E makes available to its Customers

airframe maintenance for Boeing B727, B737 CL,

B737 NG, BBJ, B767; for Airbus A320 family; for

Embraer EMB 120, ERJ 135/145, E-JET

170/175/190/195 and Legacy; complete overhaul

for Landing Gears, APU and PWC engines

PW118/A/B, PW120/A, PW121, PW125B, PW127

and PT6; plus avionics and accessories

maintenance for over 17,000 part numbers.

Hangars: 5

Hangar Capacity: 1 WB, 5 NB



Rio de Janeiro

TAP M&E provides aircraft

maintenance services (A, B, C, IL

and D checks, aircraft painting,

engineering and planning support) for

the Boeing B727, B737 CL/NG (incl.

BBJ), B747-200/300, B757, B767,

B777, DC10, MD11; for the Airbus

A300-B4, A300-600, A310, A330,

A340.

Hangar: 1

Hangar Capacity: 4 WB



Aircraft Maintenance

Components Maintenance

Engines Maintenance

Warehouses

Offices and Labs.

Security control

to airport airside

Security control

to TAP premises

Hangar 6

Hangar 5

Hangar 4


Visit site


Base Maintence

Supervisor

H16

Hangar Manager

H16

Avionics Team Leader

H24

FC/H/LG

Team Leader

H24

Cabin Interior

Team Leader

H24

Engine

Team Leader

H24

Structures Team Leader

H24

Structure

Shop

H16

Painting Shop

H16 ……

Aircraft Maintenance Director

Controller Logistics

Engineering & Quality

Planning & Control

Base Maintenance

Operational Maintenance


The Organization


Fleet Intervals

(hours)

# A Checks Man-hours (Average)

Routine Non Routine

A319/20/21 750 390 288 103

A330 800

85 335

146

A340 800

24 356 217

“A” Checks performed to TAP fleet at 2012

Monday Tuesday Wednesday Thursday Friday

A319/20/21 A319/20/21 A319/20/21 A319/20/21

A340 –TAT : 36 hours

9:00 AM 21:00 PM

A330 A330

7:00 AM

In accordance with fleet operations demand, A-checks should be executed

according the following week schedule Conceptual

Goal

24 Hours

TAT : 24 Hours


Define problem statement and Goal


Interior

Cabin/Composite

Shop

Emergency

Equipment

Shop

Structure

Shop

Heat

Treatment

Shop

Painting Shop …….


Meet with Managers/Goup Leaders HANGAR 6

Engine

Team

FC/LG/HID

Team

Cabin interior

Team

Avionics

Team

Structures

Team

Logisitic

Team

http://www.google.pt/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=hcEptuu0z76JfM&tbnid=Aitw1swWjuAxCM:&ved=&url=http://www.airbus.com/aircraftfamilies/passengeraircraft/a340family/a340-600/specifications/&ei=eN6EUpC0M8nH7AbG5ICgBQ&bvm=bv.56343320,d.ZGU&psig=AFQjCNFtXv5vgpg9TtaKyblywhpVe52MQQ&ust=1384525817299360



Standard Process-Diagnose


Develop an implementation

plan structured by work or value

stream


Identify implementation

risks

Review , ajust , and standardized the

new process

Form Team

Plan and Initiate communications

Compile data

Plan activities

…..





Design management

infrastructure to support the

operation system

Specify mindsets and capabilities to reinforce new way

of working

Stabilize Implement

Review progress

Interface with more general initiatives o

Activities

• Definition of analyses to conduct (operational system, management infrastructure, attitudes

behaviors) based on the decision-making diagram

• Current – states analysis

• Detailed process analysis

• Operation Observation

• ------



Value Stream Map



Value add time

38%



Specifique tools

Workload



Specifique tools

Task cards -Sequence of work

Workload distributing

Transportation- Elapsed time for “aircraft parts” in

Closed Loop circuit workshop



Standard Process-Design




stream



risks


new process

Form Team


Compile data

Plan activities

…..





Design management


operation system


of working

Stabilize Implement

Review progress


Activities

• Identification of the change agents for each problem to approach

• Meeting with change agents to identify problem’s root causes (5 why´s methodology )

• Design of the ideal solution by the team and identification of constraints

• …..


Logistic

Visual Management - Milestones Chart for each skill


Design of the ideal solution by the team

Engine Flights Control/Landing gear

/Hidraulics Avionics

Structure Cabin Interior

18 13 12

14 11 7

Engine Logistic

1- GSE Equipment

OK NOK

If Not OK, Why (Docs):

Corrective actions:

TAT- 24 H- Can it be achieved?(Y/N)

TAT Delay (h):

Sign/Nº TAP

6- Components - Send to Shop

OK NOK

If Not OK, Why (Docs):

Corrective actions:

TAT- 24 H- Can it be achieved?(Y/N)

TAT Delay (h):

Sign/Nº TAP


Per inspection, per group,

evaluate the correlation between

routine and non routine work

load (planned versus realized ) in

order to define and allocate

AMT needed per group/shift


Design of the ideal solution by the team



Standard Process-Plan




stream



risks


new process

Form Team


Compile data

Plan activities

…..





Design management


operation system


of working

Stabilize Implement

Review progress


Activities

• Identification of the resources required to the implementation and assignment of tasks by

the various elements

• Definition of the initial pilot date

• Design of project follow-up meetings

• ……..



Preparation Meeting for A/C CS-TOB : 12th July

The Planning and Control department will post the Milestone Charts Planning & Control

Hangar Manager should fulfill the Master Milestones chart according with

his analysis and the information gathered from each Milestone Chart

Hangar Manager

After finishing the A Check , the Hangar Manager will give Planning & Control

Department Milestones Charts

Hangar Manager

Team leader of which group must complete the information requested for each

Milestone Chart, according with the timetable of his chart Team Leader

Planning & Control The Planning and Control department will archive the maps for further analysis

Each Task cards should have a milestone reference Planning & Control

A dashboard should be available near de aircraft in order to display

the visual management tools- Milestones Charts

Hangar Manager Tasks Resp. Insp. Prod. Testing

A

B

C

D

E

F

G

H

I

Mr. XY

Mr. XY

Mrs. ABC

Mrs. ABC

Mrs. ABC

Mrs. ABC

Mr. ZZZ

Mr. ZZZ

Mr. ZZZ

Status Planned

release

Tasks Resp. Insp. Prod. Testing

A

B

C

D

E

F

G

H

I

Mr. XY

Mr. XY

Mrs. ABC

Mrs. ABC

Mrs. ABC

Mrs. ABC

Mr. ZZZ

Mr. ZZZ

Mr. ZZZ

Status Planned

release



Standard Process-Implement




stream



risks


new process

Form Team


Compile data

Plan activities

…..





Design management


operation system


of working

Stabilize Implement

Review progress


Activities

• Implementation of the new solution

• Review and communicate progress status

• KPI measurement

• Meetings with change agents to discuss problems identified

• …….



Implemet

The implementation of the new process was carried out for 10 A-Checks.

Some issues that had to be addressed during implementation:

• Visual Management tools were implemented

• Debriefings with the complete team to discuss problems/challenges and

celebrate successes

• Address coordination issues with back-shops and Logistic

• Job cards distribution per Milestone had to be done in advance

• Rearrangements of Job Cards per Milestone

• Train people and create the mindset of technicians to fill in the

Visual Management Maps (Milestone Chart)

• Understand delays of specific groups and implement corrective actions

(tools, hand labor,equipment, etc)



Standard Process-Rollout




stream



risks


new process

Form Team


Compile data

Plan activities

…..





Design management


operation system


of working

Stabilize Implement

Review progress


Each transformation process has a standar process, but is easily adaptable to a given situation , allowing to tailor

individual situation



Rollout Planning

Responsible : Aircraft Planning and Control Area

Main Activities

TAP A330 Fleet :

Development and implementation of the visual management tool for the A checks - Milestones

Chart

Development and implementation a tool to forecast the number of resources need for each

group/shift

TAP A319/20/21 Fleet :

Development and implementation of the visual management tool for the A checks - Milestones

Chart

Development and implementation a tool to forecast the number of resources need for each

group/shif


Welcome to TAP M&E

Continuos Improvement at M&E

Methodology/Tools

Case Studies:


Conclusions



Conclusions


A340 –TAT : 36 hours

Before

Planning and forecasting tool

Visual Management

151% 141%

131% 131%

Pre-Proj(2010)

Proj(2010)

2011 2012

Labour Hours (Spent/Estimated)

-13%

Productivity increase 13%


A340

9:00 AM 9:00AM

After

Increase availability of resources ($ 425 000)

http://www.google.pt/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=C-54D1AfrhyM4M&tbnid=jaxoQVqEU-vtgM:&ved=&url=http://entreaslinhas.economico.sapo.pt/5004.html&ei=yTOKUr_wHOHH7Aapj4CwBw&bvm=bv.56643336,d.ZGU&psig=AFQjCNF2ShfX5mcolT9zFYHPyZW9qmBrvA&ust=1384875337974030


Welcome to TAP M&E

Pedro Miguel Rodrigues da Costa

General Manager Continuous Improvement

[email protected]

21 March 2014

Thank you for your attention!

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