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1
Implementing Lean to improve Turnaround-Around Time
Lean in Maintenance & Engineering
2
First Lean Initiative in M&E
5S
Creating a Culture
for Good Housekeeping
2
3
5S Methodology
What does this mean? How to Implement?How to Maintain
& Improve?
SORTRemove all un-needed
and surplus items.
Systematically touch and
identify every item.
Challenge the work
area regularly.
SET-IN-ORDERA place for everything & everything in it's
place when not in use.
Logical & practical labelled
storage systems with high
visibility & easy access.
End of shift 'Re-set'.
Benchmarking for new ideas.
SHINEClean the work areas
and storage units.
An initial deep clean of the
working environment.
Regular quick cleans to maintain a high
standard of cleanliness.
STANDARDISEEverybody using the best
available work practices.
Establish & implement best
practice Work Standards.
Make the Standards visible.
Adhere to the Standards.
Identify and highlight
process improvements.
SUSTAINMaintaining the work place organisation
and work standards.
Audit the work area to
assess progress & to identify
deviations from Standards.
Implement corrective actions to address
deviations from Standard.
5S Methodology
Revision A
Organisational Excellence
for Maintenance & Engineering
4
5S
Before After
5
5S Performance
Area Owner
M&E OFFICES - H6 4 3 5 5 5 5 5 5 5 5 Dominic Ryan
STORES - H6 5 3 5 5 5 5 5 5 5 5 Frank Galoogly
320 Team - H6 5 4 5 5 5 5 5 5 5 5 Dave O'Reilly
330 Team - H6 4 4 4 4 4 4 4 3 3 3.5 James Curtin
Engine Compound - H6 4 4 4 4 4.5 5 5 4.5 5 5 James Curtin
Tool Store - H6 3 5 5 4 4.5 5 5 4.5 5 5 Sean Flatley
Line Maintenance 5 5 4 5 5 5 5 5 5 5 Dave O'Reilly
Wheel Change Trucks 2 5 4 4 5 5 5 5 5 5 Dave O'Reilly
Mobile Work Shops 2 5 4 5 4 4 5 5 5 5 Dave O'Reilly
34 38 40 41 42 43 44 42 43 43.5
Date 06-Jun-14 13-Jun-14 20-Jun-14 27-Jun-14 04-Jul-14 11-Jul-14 18-Jul-14 25-Jul-14 01-Aug-14 08-Aug-14
5S Score 3.8 4.2 4.4 4.6 4.7 4.8 4.9 4.7 4.8 4.8
Target 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
5S Area Scores - M&E
2.5
3.0
3.5
4.0
4.5
5.0
Axi
s Ti
tle
5S Score - M&E
5S Score
Target
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Lean Win: Reduced Engine Runs
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7
Lean Win: Reduced Paperwork Errors
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Innovation: Wheel Change Trucks
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Innovation: Mobile Work Shops
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10
Big Business Opportunity
• A330 A-Check
• Shannon to Dublin
• Turnaround Challenge
• Lean Project
1
0
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Lean Project: 330 A-Check
• Sponsor
• Owner
• Facilitator
• Team
• A-Check Crew
• Stakeholders
• 28 Sub Projects
12
Visibility Board
• Visibility of:
- A-Check progress
- KPI’s
- Process Improvements
• Focal point for the A-Checks
• Meeting place for Team
• Post-Check Meetings
13
Preparing for the A-Check: Set Up Plans
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3
4
5
6
7
8
9
1 10
2 11
3 12 Position Five Step Stand X 1
Position Steps for Wheel Well Stands X 2
Insert Main Gear Door Locks X 2
Insert RAT Lock using an MWP
Position Wheel Well Stands X 2for Landing Gear section
330 A-Check: Set-Up PlanMain Gear
Nose Gear
Open Nose Gear Doors
Open Main Gear Doors
Position Horse Boxes X 3
Position Five Step Stand X 1 Position Lights on Wheel Stands X 4
Insert Nose Gear Door Locks X 2
Position Airline PIGs with Reels X 2
2
5 6
5 6
8
9
12
910
8
8
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Set-Up for Engine Section
• Fit-for-Purpose Stands
• Mobile Lights
• Oil Disposal Unit
• Tool Boxes
• Mobile Power Supply
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5S – Tool Boxes
• Company Tools
• Task Focus
• Foam Inserts
• Visibility
• Instant Access
• Controls
• Compliance
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Vending M/C’s for Consumables Materials
• 24/7 Access
• Zero Stock-Outs
• 2,5000 Stock Items
• Pay at point-of use
• 40% Cost Reduction
17
Mobile Work-Stations
• Instant access to electronic documents & printers
• Promotes A-Check efficiency
• Supporting the Aircraft Engineers
18
Issues Board
• Capture every Process Issue in real time
• Highly Visible process
• Team Solutions agreed by consensus
• Voluntary Ownership
• Target dates
• Every Issue closed reduces the Noise in the Process
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Engaging Stakeholders
• All Stakeholders
• No Emails
• No Phone Calls
• Face-to-face Meetings
• On the Hangar Floor
• Real Engagement
• Building Trust
• Making Progress
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A330 A-Check Implementation 2013
20
34.0 Hrs
25.9 Hrs
23.0 Hrs
22.3 Hrs 22.0 Hrs
20.7 Hrs
14.6 Hrs
14.0 Hrs
13.7 Hrs
12.7 Hrs
12.1 Hrs
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14
Lean Implementation
Project Plan & Time Line
A330 A-Check
Turnaround Time
A330 A-Check
Vision - Charter - Team Assembly
VisibilityBoard - Issues Board - KPI's
Pre Check Meeting - Post Check Meeting
Training Versatility Matrix
A-Check Set-Up - AMOS Utilisation
5S - Seats in Service Review
Quality Knowledge Database
Business Class Seats - Check List
Stands Fit-for-Purpose - New Lights
Engine Run on First Shift - Mobile Work Stations
Critical Path Tracker - Material Task Lists
Process for dealing with Surprises
Supervisor Sign-off's on Late Shift
Vending M/C's for Consumables
21
A330 A-Check Deliverables 2013 - 2014
Two X New Flights to Faro
Asset Utilisation
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Supporting the Operation: First Wave Departures
• New Lean Project
• First Wave Departures
• M&E supporting the Operation
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The Problem
2
3
Frustrated Customers ATC & Weather out of our control
Typical First Wave Performance: 50%
Very little coordination Multiple Ownerships
Hand Baggage / Bags Policy is a major issue Inconsistency of the process
We measure the delays and we do not focus on fixing the problems.
Local ATC Ground Movement Insufficient time for preparation.
Background to Project / Problem Description
Poor OTP
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First Wave Stakeholders
Check In Desk
Maintenance & Engineering
Fuelling
Catering
Cabin Crew
Gate Agents
Ramp Services
Pilots
Red Caps
Push Back
ATC
IOC
Stakeholders
25
Project Phases
Complete Complete Complete Complete Complete Complete Complete Complete
100% 100% 100% 100% 100% 100% 100% 100%
Complete Complete Complete Complete Complete Complete Complete Complete
100% 100% 100% 100% 100% 100% 100% 100%
New Process
Design
New Process
ApprovalTrials
Process
Improvements
Phase 1: New Process - Design Phase 2: New Process - Development
June to August 2014
Phase 3: New Process - Implementation
HIRAAgree the
Go Live Date
Communication
Plan
New Process
Visibility
Mentoring &
Training
New Process
Metrics
Project CharterFirst Wave
Observations
Go Live
Mar-14 April to June 2014
First Wave
Reviews
Management
Support
Continuous
Improvement
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5 Day Lean Project Plan to produce the New Process
2
6
Day 1 - Team Assembly
Introduction to Lean
Project Charter
Process Mapping - Current State
Day 2 - Observations: First Wave Departures
New Process - First Cut
Day 3 - New Process - Final Version
Day 4 - Stand Plan
Luggage Policy
Day 5 - Update the Operations Team
Finalise Project Proposal
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Goal • New Fit-for-Purpose Process
• Total Customer Focus
• Fix what is completely within our control i.e. up to ‘Ready to Push’
(RTP) at -10 for First Wave Departures.
• Strive to achieve a 100% RTP performance.
• Identify and influence opportunities that are outside of our control i.e.
what happens between RTP & STD.
• New Process to be Safe, Simple & Fluid.
• Avoid complex IT solutions & high Capital spend.
2
7
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Communication: Process Pictorial – High Level
2
8
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Summary of the New Process
• Red Cap owns the First Wave
Departure Process.
• Process is designed for
success.
• Stakeholders will share the
same goal: RTP at -10.
• Stakeholders will work as a
cohesive Team to agreed
Timelines.
• Green Light Boarding.
• Boarding at -35.
• Focus on achieving 100% RTP
to achieve STD.
• Mobile rapid-response
Maintenance Units.
• Baggage Management.
• Support the DAA Stand Plan.
• Daily ‘First-Wave Review’
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Early Results
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Next: Aircraft Turnarounds at Bases & Out Stations
• Natural follow on from the First
Wave project
• M&E Support
• Project is in progress
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What’s Next in M&E?
3
2
Lean
ImplementationValue Streams
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Traditional Operation
• Functional approach
• Departmentalised
• Frictional
• No visibility of Customer
• Unaware of my impact
• ‘I’ve done my bit!’
• ‘That’s not my responsibility’
Traditional Operation
Materials Planning
Engineering Maintenance
Departmental - Functional - Frictional
34
Value Stream Approach
• Customer Focus
• Product Families
• Value Streams
• Teams
• Shared Goals
• Real Engagement
• Up-skilling
• Job Satisfaction
Materials Planning Engineering MCC Maintenance
Teams - Shared Goals - Customer Focus
Value Stream
Teams
Product
FamiliesCustomers
Value Streams
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What will change?
3
5
Asign the relevant resources to a Core Team
The Core Team will have adjacent Office Desks
Create a real Team Working environment
Set Goals & Metrics for the Team
What will we do Differently?
Focus on Aircraft Type accross a Value Stream
36
Commitment to Lean Training & Education
3
6
37
Learning through Benchmarking
3
7
38
Thank You
3
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