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

6

Lean Win: Reduced Engine Runs

6

7

Lean Win: Reduced Paperwork Errors

7

8

Innovation: Wheel Change Trucks

8

9

Innovation: Mobile Work Shops

9

10

Big Business Opportunity

• A330 A-Check

• Shannon to Dublin

• Turnaround Challenge

• Lean Project

1

0

11

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

1

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

14

Set-Up for Engine Section

• Fit-for-Purpose Stands

• Mobile Lights

• Oil Disposal Unit

• Tool Boxes

• Mobile Power Supply

15

5S – Tool Boxes

• Company Tools

• Task Focus

• Foam Inserts

• Visibility

• Instant Access

• Controls

• Compliance

16

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

19

Engaging Stakeholders

• All Stakeholders

• No Emails

• No Phone Calls

• Face-to-face Meetings

• On the Hangar Floor

• Real Engagement

• Building Trust

• Making Progress

20

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

22

Supporting the Operation: First Wave Departures

• New Lean Project

• First Wave Departures

• M&E supporting the Operation

23

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

24

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

26

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

27

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

28

Communication: Process Pictorial – High Level

2

8

29

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’

30

Early Results

31

Next: Aircraft Turnarounds at Bases & Out Stations

• Natural follow on from the First

Wave project

• M&E Support

• Project is in progress

32

What’s Next in M&E?

3

2

Lean

ImplementationValue Streams

33

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

35

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

8