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22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability 1

Airplane Availability

Theory of Constrains - Critical Chain Project Management

Pedro Miguel Rodrigues da Costa

General Manager - Continuous Improvement & Processes

Lima ,22 nd January , 2016


Welcome to TAP M&E Continuous Improvement at M&E

Pilot Project–May 2014,CS-TNS

CCPM-Implementation–Sep-Dec 2014

Conclusions



Pilot Project–May 2014, CS-TNS


Conclusions


Organization TAP Group

(*) Controlled by an external independent entity in accordance with the Competion Authority directives.


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 Hangar Area: 12,500 m² Total Building Area: 55,000m²

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 Hangar Area: 14,500 m² Total Building Area: 180,000m²

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

Organization TAP Group


Continuous Improvement Team History

Timeline

July 2009

Jan 2010

Feb 2010

Apr 2010

May 2010

Starting point

Decision to create an internal team to capture the opportunities

Internal recruiting process

Team setup

Team start

First pilots developed at

Engine Maintenance

First pilots at Aircraft

Maintenance

TOC CCPM

May 2014

Diagnostic on possible

opportunities to capture at

TAP M&E Aircraft

Maintenance

June 2015

TOC VSS

ComponentsMaintenance


Maintenance and Engineering EVP

Aircraft Maintenance

Engine Maintenance

Components Maintenance Logistics

Marketing & Sales Organisation and Development

Quality and Safety Engineering

Sponsor Continuous Iimprovement Project

• Sales Portugal • Sales Engines • Communication & Brand •Customer Service

•Continuous Improvement & Processes •HR Development •Information Technologies •Finance and Accounting •Equipment and Facilities

•Fleet and Projects •Technical Publications •DOA projects

• Quality Engineering • Laboratories

•Engineering and Quality •Planning and Control •Logistics •Base Maintenance •Operational Maintenance

•Engineering and Quality •Planning and Control •Logistics •Engine Shop •Support Shops

•Engineering and Quality •Planning and Control •Logistics •Avionics Shop •MHP Shops

•Negotiation •Technical Purchasing •Materials Management •Rotables Management •Warehouse •COMAT (EWR)

Organization TAP Maintenance & Engineering


Designation Sponsor # Team

“ VIA TAT ” EM 17

Material expedition process EM 15

Visual Management EM 12

Engine Components repair process EM 20

Engine TAT (Diagnostic) EVP 2

Planning work on engines and thrust reverser EM 4

Engine Shop -Occupational health and safety EVP 6

Control optimization of parts repair process "Parts Pool" EM 5

TAT- Closing event process EM 8

Third parties- Work scope documentation EM 5

Workshops – Documentation EM 7

CFM56-5B-removal / installation Modules- Car toolkit support EM 5

Engine Material -Shipping/Reception Control Process EM 6

Continuous Improvement

Projects

Continuous Improvement Projects Engine Maintenance

Field Team Support

49% 51%

Shop Visits

TAP

ThirdParties

Consistent Performance

In-house repair capability for over 80% of the engine parts

Flame Spray and HVOF

12%

88%

Engine Type

CF6

CFM56

SCM

SCM

SCM

SCM

SCM

SCM

SCM

SCM

SCM



Pilot Project–May 2014, CS-TNS


Conclusions


Continuous Improvement Project TAT C-Checks


Theory of Constraints Is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of

achieving a goal and then systematically improving that constraint until it is no longer the limiting factor.

Theory of Constraints

22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability 12 22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability 12 12

Critical Chain theory and high-level application to C-checks

1ª Priorities

2ª Priorities

3ª Priorities

ASSY INSP REPAIR

1º WIP / Staggered

3º Priorities/ “Buffer Management”

2º “Full-Kitting”

22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability 13 22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability 13

“Little Law’s”

TAT x THROUGHPUT = WIP

Setting Goals

Demand

WIP

TAT

Aircraft System

Throughput (TP)



B D F

A C E Time to delivery

Late Project

Start

B D F

C E A Delivery dates “Full-Kit”- Delivery dates

Late

Time to delivery On Time!

Start



Project 1

Project 2

Project Completion = 50%

Buffer Consumption = 40%

Priority Index = 0.4/0.5 = 80%

Project Completion = 33%

Buffer Consumption = 50%

Priority Index = 0.5/0.33 = 150%

1 2

5 5 5 5 5 5 15

5 5 5 5 5 5 15



Rollout

• Workshop on Critical Chain theory and high-level application to C-checks

• Common understanding of the Critical Chain methodology

• Identify potential implementation obstacles/concerns of the team

• Detailing solution for CS-TNS: • Planning for fast execution • Goals: Identify how work will be

man-loaded, staggered, and grouped to dramatically reduce multitasking

• Detailing solution for CS-TNS: • Scheduling, preparation, and

execution • Goals: Finalize critical chain

project, define full-kitting and execution processes

• ……

SOLUTION WORKSHOP

• Training Supervisors/team leads for CS-TNS (planning and maintenance) covering both shifts What: Introduction to Critical Chain theory and hands-on Concerto training Concerto walk-through What: Review Concerto task priorities for 1st week of execution Goals: Get team accustomed to new task groupings and reports ; Make adjustments for task clarity/accuracy • ……

FINAL SETUP AND TRAINING

• Individual Interviews (30-45 mins) with each member of the core team

• Interview with the Hangar Manager

• Meeting with 2 leaders (responsible for task preparations like material/technical instructions, responsible for work scheduling)

• Meeting with two team leaders within the Hangar Group

• I’d also like to witness a few execution meetings (priorities, issue resolution) for an active aircraft

• ……….

INVESTIGATION AND FULL-KITTING

25th May 14

• Daily meeting with Supervisors/team leaders/Planning/Full Kit/ for CS-TNS covering both shifts

• Up-date information at concerto • Buffering : Create aggressive

plans (don't manage by local dates & local efficiencies )

• Buffer management : align everyone to a single priority system based on buffer consumation

• Focus on priority and Synchronization

• ……

CS-TNS Inspection

26th June 14 11st June 14

Pilot Project – CS-TNS- C3+6Y+EO57+PTU

Rollout

SOLUTION WORKSHOP

FINAL SETUP AND TRAINING

INVESTIGATION AND FULL-KITTING

CS-TNS Inspection


Time and Capacity Loss - CS-TNS

Uncertainties,Duration Strech & Task Interruptions, priority

changes… Work

Total time/Effort

Work

15 Working days

Uncertainties

Rework

11.5 Working days

Avoidable Loss

30-50% de TAT

-23%

Work


Inspection Phase

3 Days

Repair Phase

4 Days

Assembly Phase

3 Days

Operational

Tests and Release

1,5 Days

Create Aggressive Plans

Inspection Phase

3 Days

Repair Phase

3 Days

Assembly Phase

3 Days

Operational

Tests and Release

1,5 Days

WIP Control /Buffer Management


Full-Kit Management -CS-TNS


Priority System-CS-TNS


What Went Well Areas for Improvement

Synchronization between groups and shifts Management of NRs (whether/how to use “Grande Bloco” structure)

Responsiveness of equipment/tooling support Ensuring common communication of dates (power on, FK)

Empowerment & clear responsibility for Production Managers

Communication between Engineering , workshops, Production (Forestay example?)

Using Grande Blocos to “plan before do” (Production Managers/Team Leaders)

Handling resource contention (making decision to move) across A/C (ex. Structures between TNS <-> TOQ)

Focus on completing job activities/orders (process of sign-off, prod control role)

Having a plan of action within the “Grande Blocos” (Eng & A/C Sys example)

Prod Hangar knew the real status of A/C because Production Manager was in-control

No change at Production Mgt level in terms of knowing what NOT to focus on (priorities, signals across A/C)

Easier to control “Grande Bloco” network

10.5

11.5

15

Achieved

AfterCCPM

PreviousCCPM

TAT

30%

Pilot Project – CS-TNS C3+6Y+EO57+PTU

Case Study –CCPM-C Checks





Conclusions


22nd January 16 TAP M&E Presentation- TOC- CCPM -Airplane Availability

Base

Maintenance

Logistic

Planning & Control

Implementation Plan

Solution Design Implementation Sustainment

September October November

Wide Body Network

Target Setting

Full-Kit Process: Define Go/No-Go

Workshops WIP Control

TAT Planning

Single A/C Buffer Mgt

Workshops Implement Changes

MA-Level Buffer Mgt

1º

2º

3º

Narrow Body Template

FK: Implement Go/No-Go

Pipeline 2014

Pipeline 2015

Document & Train

Document & Train

Document & Train MA-Level Buffer Mgt

Continuous Improvement & Processes / Aircraft Implementer

23


Pipeline Before CCPM After CCPM

1

2 3 4

5 6

7

9 10 8

1 2 3

4 5 6

7

9 10 8

$$$$$

11



Critical Chain Project Management

Operation

Priority Order

for OO_SFZ

27



Critical Chain Project Management

Operation

Priority Order

for

3 Aircrafts

28



Pipeline/WIP

Synchronized Priorities

Material Coordenation

Focus and Finished

Buffer Management

Holding Period

Steering Committe :The Steering Committee will resolve policy-type obstacles, ensure organizational commitment, and communicate changes/results throughout the organization and externally where needed.

AM M&E Áreas

Rules &

Responsabilities

……….

Tactical

Maintenance

Director Deputy Director

Head Base

Maintenance

Head of Planning Control Prod.

Control. Manag.

Head of Logistic

Implementer

CIP

TOC- CCPM Steering

Committe

29



Steering Committe

Tactical

PIPELINING PROJECT PREPARATION

TASK MANAGEMENT

FULL-KIT #1

PROJECT CONTROL

FOCUS & FINISH

FULL-KIT #2

Execution Preparation Adjust

ANALYSE

30

mailto:[email protected]

http://www.flytap.com/

http://www.tapvictoria.com/





21

24

17

16

16

35

80

19

33

40

0 20 40 60 80

CS-TNT

CS-TTQ

CS-TTN

CS-TNU

CS-TNV

CS-TOI

CS-TGV

OO-SFU

OO-SFY

OO-SFN

-33%

-17%

-6%

-13%

-25%

-20%

-55%

0%

-30%

-20%

-33%

-21%

-6%

-38%

-38%

-6%

-14%

5%

39%

20%

-60% -40% -20% 0% 20% 40% 60%

Before CCPM After CCPM Achieved

# Days-Out-of-Service 129


# Days-Out-of-Service 102 (27) ( - 21%) TAP

Fleet



# Days-Out-of-Service 285 (16) ( - 5%) System

(10 A/C)

As a result of the implementation, we were able to improve fleet availability, by reducing turnaround time by 21%, corresponding to 26 days for the narrow-body and 1 day wide-body aircraft

We also were able to avoid the expense of subcontracting one narrow-body C Check We provide another TAP narrow-body to support the operation in the period between 29 October and 5 December ……….

CCPM-Implementation–Set-Dec 2014





Conclusions



Conclusions

“LEAN/TOC-CCPM is a bottom up movement, but it's got to have top‐down endorsement“

“LEAN/TOC-CCPM seems to be as much a mindset as a strategy”

“Continuous Improvement as Enabler of Innovation and Operational Excellence”


Welcome to TAP M&E

Thank you!

Questions? Pedro Miguel Rodrigues da Costa

([email protected])

General Manager - Continuous Improvement & Processes

Lima , 22 nd January , 2016

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