Three business cases illustrating accelean’s experience in the aerospace MRO industry Business Case 1 : improve planning, scheduling and production control in saturated shop Industry : Aircraft heavy maintenance and redelivery Company : Independent commercial aircraft MRO Business Context Growing lease-return, C-check, cabin modification and redelivery activity; Lack of storage and hangar space resulting in loss in value-added time; Disorganized management of aircraft projects wasting labor efficiency; Unbilled hours on additional work orders; late delivery penalties… Stakes Loss of major leasing company clients due to inability to deliver as a one-stop full service shop; Failure to sign-up potential airline customers for cabin modification and livery change programs; Lack of profitability due to the poor utilization of resources and means of production. Objectives Implement resources planning, scheduling and production control; Improve project management and shopfloor monitoring; Reengineer quoting / billing processes in order to improve speed and accuracy; Optimize the utilization of mechanical and painting hangars as well as of parking space; Increase labor efficiency in a high wage area lacking of qualified technicians. Project outcome Implementation of resources planning / scheduling and production control IT system; Overall C-check, cabin modification and painting TATs reduced by more than 30%; Reduction of lost billable hours for additional work; Analysis of actual hours vs standard hours and performance evaluation carried out after each project; continuous improvement now in progress. Business Case 2 : reduce shop visit TAT to increase capacities and cut materials inventory Industry : Aircraft engine MRO Company : major European legacy airlines group Context Engine department confronted with a GE90/115 engine removal wall (group and outside PBH customers engines nearing completion of 2nd run); Lack of floor space for new engine types (RR, GenX) in existing shops; Fierce competition on CFM 56-5B and increased customers expectations. Stakes Maintain market share and revenue on CFM 56 which make up 50% of the shops’ activity; Within existing constraints, increase capacities to accomodate planned shop visits of big engines, without leasing additional spare engines or affecting the airlines’ operations. Objectives Reduce TAT of shop visits (QSV and « quick turns ») by 10% to 30% depending on engine type; Reduce standard exchange ratio in order to save on materials inventory (modules and parts); Improve OTD to bolster customer satisfaction and justify high prices for a premium service; Mobilize as many employees as possible in the project to ensure long term commitment. Project outcome Inducting lead-time dramaticaly decreased by 60% and gap between external customers and group fleet significantly reduced, forecast reliability +/- 1day rated very good by customers; OTD performance increased by 100%; Inventory savings objectives of x0 M€ achieved; Quality index improved by 50%; with long term results yet to be measured; Over 1,000 people participated actively in the project. New processes are now in a sustainability phase, the group end of project survey shows positive feed-back from employees. No social unrest whatsoever. Business Case 3 : reduce shop visit TAT to increase capacities and cut materials inventory (other activity) Industry : Aircraft component support & repair Company : OEM avionics part 145 shops Context Need to make room for new programs (A320 NEO, A350 B737 max..) within existing constraints and the same level of resources; Steep ramp-up of military business due to middle-east operations; Industrial imprint consisting of various outdated facilities located on OEM sites with intricate flows, duplicated means and resources. Stakes Failure to being ready for new programs – resulting in need for excessive spares inventory; Penalties and inflated inventories of parts and components on military programs due to substandard TAT and OTD performance; Smooth eventual transfer into a new, single facility, to be designed for maximum efficiency. Objectives Reduce TATs across the board, with emphasis on military product lines; Increase closed loop repairs vs standard exchanges in order to save on materials inventory; Improve quality of the inspection phase to reduce quote revisions, rework or beyond economical repair; Increase labor efficiency in a high-wage, competitive market for qualified technicians. Project outcome New production system, specific to Part 145 operations, implemented and deployed in all shops; Military TAT and OTD performances pulled up to contract specifications; Reduction of « time to quote » by x days allowing for wider repair window, faster replenishment of pool and a higher proportion of closed-loop repairs, leading to asset inventory reduction of x M €; Redesigned production flows, and redefined production control rules in preparation for transfer into the future new facility.