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1 CAAS Process Innovation Challenge Project Showcase

PROCESS INNOVATION CHALLENGE

SHOWCASEPROJECT

CONTENTS

Process Innovation Challenge 4

Process Innovation Challenge Projects

Combustor Airmotive Services Pte Ltd 5

CTI Logistics Pte Ltd 7

Diethelm Keller Aviation Pte Ltd 9

International Engine Component Overhaul Pte Ltd 11

Singapore Jamco Pte Ltd 13

ST Aerospace Engineering Pte Ltd 15

ST Aerospace Services Co Pte Ltd 19

4CAAS Process Innovation Challenge Project Showcase

PROCESS INNOVATION CHALLENGE (PIC)In March 2011, CAAS launched the Process Innovation Challenge to promote a culture of continuous process improvement to enhance productivity in the aviation sector. The PIC, an initiative under the CAAS Aviation Development Fund, is a competition-based incentive scheme that was open to all Singapore-based companies. Companies were encouraged to carry out manageable “quick-win” projects, targeted at either job redesign or process improvement, based on a six-month implementation time frame.

The top ten projects out of thirty-four submitted were awarded with 50% funding of their total project costs, capped at $50,000. Eight companies completed their projects successfully. At the end of the challenge, the companies will share their projects with the aviation industry at various platforms, facilitating intra-industry learning and accelerating the adoption of good ideas across the aviation sector.

Overall, the conclusion of the PIC has seen the winning companies achieve better than expected productivity gains. Details of their individual projects and their positive impact are shared in this booklet.


COMBUSTOR AIRMOTIVE SERVICES PTE LTD

The re-layout of the CAS Combustion Chamber repair cells was born out of the desire to increase the productivity of a mature optimized repair process. Using LEAN principles and United Technologies’ (UTC) Achieving Competitive Excellence (ACE) tools, the CAS team were challenged to innovatively:

1. Optimize process fl ow to improve productivity by 10%

2. Increase additional fl oor space by 18% to cater for new products

The team conducted ACE/LEAN events including Value Stream Mapping, Kaizen Standard Work, Kaizen 6S, Kaizen Total Productive Maintenance (TPM) and 3P (Pre-Production Planning). Process improvements were proposed by the CAS employees from all levels. At all times, CAS production staff were heavily involved, contributing ideas and drawing from their rich experience to guide the project.

PROJECT

Post Implementation: After Re-Layout Post Implementation: Soundproof Welding Booth

Increasing productivity by leveraging on LEAN principles for re-layout of operations fl oor and job redesign at Combustor Airmotive Services


The re-layout has enabled CAS to improve processes and enhance capabilities in the following:

• Reduced product cycle times by 20.53%

• Reduced staff walking distance by 11.55%

• Increased fl oor space by 19.11%

• Improved productivity by 10%

• Improved working environment (reduced dust and noise)

This allowed CAS to improve our Turn-Around-Time to our customers, reduce staff fatigue, maximise facility use and increase savings from improvements in productivity levels.

Combustor Airmotive Services (CAS) is a joint venture between Pratt & Whitney and SIA Engineering Company and comprises 164 employees. CAS is a world-class combustor and fuel nozzle repair and overhaul centre capable of the complete overhaul, repair and modifi cation of PW4000, JT9D, V2500 and CFM56 aircraft engine parts.

CONTACT DETAILS Faizel Abdullah Phone +65 6549 3861Email [email protected] www.siaec.com.sg/joint_venture/cas.html

IMPACT


CTI LOGISTICS PTE LTD

Keeping abreast of competition and embracing new technologies are key to delivering productivity improvements and overall success.

Building on the present momentum of the e-freight@Singapore initiative by CAAS and IDA, CTI sought to raise our IT capabilities to meet the challenges ahead with a review of our existing in-house freight management system CIMS (IPACS). The implementation of a new IT capability would help to improve productivity levels by optimising current manpower resources, resulting in an improvement in customer service performance.

Through the Process Innovation Challenge, CTI has successfully implemented the “Freight Master” software by Innosys Pte Ltd. This software integrates the accounting and the operations modules into a single platform, thus reducing duplicated data entries and errors.

The implementation process kicked off in August 2011, with the installation of a new server and replacement of old computers. Data conversion was transferred successfully and staff training begun in mid-August 2011. On 15 Dec 2011, the Freight Master software was implemented.

PROJECTEmbracing IT for Effi ciency and Productivity Gains


We have managed to achieve our target of reducing our monthly man-hours by 20% within the 3rd month of implementation.

Furthermore, the new software has reduced our reliance on physical fi les and paper quotations and minimised billing errors. It has also produced a more effi cient accounting system and allowed for the timely generation of diversifi ed reports. The work-fl ow has also been streamlined, thus enhancing productivity levels within the organisation.

The removal of unnecessary printing devices have also saved costs through a reduction of maintenance, paper and printing expenditure.

CTI Logistics Pte Ltd was incorporated in 1981. We are a medium-sized international air & sea freight forwarder. Our main activities are in air & sea freight forwarding, warehousing and transportation. We provide a one-stop logistics solution to local and overseas customers.

CONTACT DETAILS Lim Eva Phone +65 6542 2907Email [email protected] www.cti.com.sg

IMPACT


DIETHELM KELLER AVIATION PTE LTD

The project introduces an online manufacturing system (HYDRA) which eliminates paper usage to reduce setup time and establish a method of visual control in the production shop fl oor. This system also provides real time electronic information and production control data for management process review.

Before the system was implemented, the Production and Quality Control department used hard copies of documents such as engineering drawings and production orders for production references and inspection purposes. This incurred time wastage in printing and distributing the documents, with high paper consumption. Furthermore, extra caution and time was required to control the revision of issued documents to ensure the reliability of the updated information used in production.

A cross-department project team was formed to work with the vendor at various phases to implement this system. Documents were converted into electronic format and stored in the assigned shared server. One of the challenges faced was that the new software had to integrate with the existing SAP manufacturing system. After various trial sessions such as proof of concept workshops, installation and acceptance tests, the system was eventually installed successfully.

PROJECTIntroduce inline work stations for paperless setup with visual controls in production and quality control

Post Implementation: HYDRA in action Post Implementation: Layout of HYDRA terminals on Shopfl oor


After implementing the new system, signifi cant improvements were achieved both in the processes and productivity levels.

• More than 50% reduction in the time spent on preparing and distributing production documents• Shop fl oor members are able to have access to documents such as electronic drawings and work instructions via the work stations installed at various locations on the shop fl oor• Paper usage and carbon footprint is signifi cantly reduced • With real-time data access, management is better informed of production occurrences e.g. work stoppages on the shop fl oor, and would be able to address these issues more promptly • Employees are more motivated to learn new skills• Foreman and leaders who previously spent signifi cant time on administrative work can now focus on value-added tasks• Allows real time visual control with an increase in overall productivity on the shop fl oor

In the future, the system may also be expanded to include other management functions such as material planning, security control and time/attendance modules.

Diethelm Keller Aviation Pte Ltd (DKA) is one of the world’s leading designers and manufacturers of airline galley equipment, such as in-fl ight service carts, foldable trolleys and baby basinets. We serve more than 300 airlines worldwide and export more than 90% of our products, which are manufactured in our Singapore & Suzhou facilities.

CONTACT DETAILS Jeffrey Tho (Project Lead)Khoo Kim Swee (Contact Person) Phone +65 6214 3842Email [email protected] www.diethelmkelleraviation.com

IMPACT


INTERNATIONAL ENGINE COMPONENT OVERHAUL PTE LTD

Previously, IECO employed conventional and manual surface fi nish measurement equipment to measure the critical surface conditions on the compressor stator and nozzle guide vanes. However, the use of the manual equipment raised some issues:

1. Poor repeatability and precision measurement characteristics especially on contoured surfaces.

2. Absence of built-in vibration dampers, therefore measurements are often affected by vibrations generated within the shop fl oor environment.

3. Calibration is required prior to every surface measurement adding on to the measurement process cycle time.

4. Operator was only able to perform single part measurement and not multi-parts measurements, resulting in a longer process cycle time.

5. Data is collected and tabulated manually, with the equipment unable to store data and generate process capability analysis.

In order to address these issues, IECO sought to incorporate an automated system for surface fi nish measurement with data analyzing capabilities, modeled after the technology currently used in the semiconductor industry, which has proven to be accurate, stable and capable of storing electronic data. Modifying the system to cater for the MRO industry was not an easy task. Development work was carried out jointly between IECO’s technical engineer and the supplier of the system.

PROJECTAutomated surface fi nish measurement system for Compressor Stator and Nozzle Guide Vane

Before Improvement: Required to measure top, mid and last span and inner / outer annulus surfaces

After Improvement: Approx. 90% improvement in cycle time


Adopting and customizing the system to our specifi c requirements and needs gave IECO the opportunity to improve our productivity, and we were able to achieve many improvements including:

• A 90% reduction in the cycle time from up to 45 mins to just 3 mins

• A 30% reduction in man-hours

• More accurate reading and data interpretation, eliminating quality- related errors

• Digital data capture on a real time basis, allowing for process capability monitoring, a quicker response time (when there is non-conformance), better accuracy in data analysis and data traceability

The project also highlighted the opportunities that could be gained from adapting the successful technologies employed by industries outside the aviation sector.

International Engine Component Overhaul Pte Ltd (IECO) is a joint venture between Rolls-Royce plc and SIA Engineering Company (SIAEC). Formed in March 1997, IECO’s core business is the repair and overhaul of the Rolls-Royce Trent and RB211 nozzle guide vanes and compressor stators using state-of-the-art technology and a well trained and dedicated workforce.

CONTACT DETAILS Tan Yi Hong (Project Lead)Clent Marquez (contact person) Phone +65 6318 2566Email [email protected] www.ieco.com.sg

IMPACT


SINGAPORE JAMCO PTE LTD

This project involves the automation of manual and repetitive tasks in project scheduling including the categorization of production orders, generation of kitting schedules and identifi cation of the production order sequence.

Previously, the progress tracking schedule was derived from the manual sorting and manipulation of the production orders report, which consists of at least 500 production orders per shipset. This manual process is highly time-consuming and has a high risk of human error. Hence, more time is needed for multi-level checks and amendments.

With an automated progress tracking schedule, data can be accurately and quickly captured and processed. This data can also be used for other similar project management cycles.

Furthermore, the time saved by automation allows for the effi cient use of resources for strategic planning and project execution.

PROJECTAutomating Project and Production Scheduling

After implementation: Automated progress tracking schedule

Before implementation: Manual tracking


With the automation in project and production scheduling, Singapore Jamco is able to increase the productivity of the project planners.

• Reduction in man-hours from 64 to 16 per shipset of order

• Minimised chances of human error

• Ease of knowledge transfer to new staff

• Fewer man-hours spent on teaching new staff

• Time saved can be better spent on value-added activities

Singapore Jamco Pte Ltd specialises in the design, manufacture, maintenance and repair of aircraft interior furnishings and equipment.

Products designed and manufactured by the company include galley complexes, closets, cabin partitions, meal carts and service trolleys.

The company’s maintenance and repair services range from galley repairs, galley equipment repairs, overhead bin repairs, seat repairs/modifi cations and upholstery work to cabin maintenance services at Changi Airport.

CONTACT DETAILS Izzawati Bte Omar Phone +65 6417 0878Email [email protected] www.sinjam.com.sg

IMPACT


ST AEROSPACE ENGINEERING PTE LTD

Ballast Weight RollerUpon completion of a B757 PTF Modifi cation and C-Check, a 5000 Lbs Ballast Weight must be loaded on to the aircraft as a requirement prior to a test fl ight. STA Engineering does not have the appropriate equipment to load the ballast weight and has to hire a K-Loader, a trailer and a mobile crane at a cost of $10,000 per session. In order to reduce the reliance of hiring the equipment from an external vendor, a 2-piece roller platform that works in conjunction with the existing 5-tonne forklift was fabricated to provide similar functions.

Seat Track Locating JigBefore the commencement of Seat Track Modifi cation in an aircraft, the dimensions of the fl oor beam upper chord were manually measured with an edge margin before holes were individually drilled. A total of 150 joints of 4 holes each are required per aircraft. Since the dimensions are fi xed and repetitive, a jig was designed using the seat track width as a platform to conveniently locate the holes on each fl oor beam for drilling.

Elevator Cable Shroud Bracket Locating JigBefore the installation of the elevator cable shroud brackets on 50 frames in an aircraft, a mechanic had to conventionally measure each frame and align the bracket according to the drawing provided. With a suitable jig design, the mechanic could transfer the holes from the jig to 4-6 frames directly each time, depending on the location of the aircraft.

PROJECTBoeing 757 Passenger-To-Freighter (PTF) Conversion Process Improvements

Prototype of Elevator Shroud Bracket Jig Ballast Weight Roller used in conjunction with forklift to act like a k-loader


Ballast Weight RollerThe ballast weight roller platform was fabricated and used in conjunction with the existing 5-tonne forklift for a load of 5 tonnes during the lifting operation. Based on the assumption that there are seven aircraft PTF conversions carried out within a year, there will be a direct cost savings of $62,800 attained for the fi rst year after taking into account of the fabrication costs of $6,200.

Seat Track Locating JigThe jig was fabricated in-house and trial results on an aircraft showed that the jig is estimated to improve the seat track modifi cation process by 35%, translating to a savings a total of 16 days on the aircraft Turn-Around-Time (TAT).

Elevator Cable Shroud Bracket Locating JigThe elevator cable shroud bracket locating jig was fabricated and tested on a trial aircraft. This is estimated to have a 24% improvement in manhours spent on the elevator cable shroud bracket installing, saving a total of 110 man hours per aircraft.

Established in 1976, STA Engineering is the commercial narrow-body and military aircraft maintenance and aerospace engineering arm of ST Aerospace. We complement ST Aerospace group in providing Total Aviation Support solutions for airlines, which includes line and light maintenance, component Maintenance-By-the-Hour (MBH™), maintenance planning and technical services.

CONTACT DETAILS Ken Lim Tien Khim Phone +65 9387 1622Email [email protected] www.staero.aero

IMPACT


ST AEROSPACE ENGINEERING PTE LTD

ST Aerospace Engineering Pte Ltd performs Maintenance Repair and Overhaul (MRO) activities and common corrosions detected are removed by blending the surface. Each time a blending is completed, a comprehensive thickness measurement of the area using ultrasound thickness gauge is usually performed. This process is tedious and diffi cult because of the numerous data points to be recorded and the physically-taxing, manual nature of the work.

This project aims to develop a platform for the measurement and data extraction of the remaining thickness of an aircraft skin after metal blending with Phased Array Ultrasound Techniques (UTPA). The test kit utilizes the UTPA technology coupled with automated data extraction to perform the measurements.

PROJECTUltrasonic Phased Array (UTPA) Method Of Remaining Thickness Measurement

Before Implementation: Each time the corrosion is blended, a comprehensive measurement of the area using conventional ultrasonic thickness gauge is performed. The task involves using a template to draw the grid followed by individual measurements.

After implementation: The portable SMART U32 is placed just besides the operator. During the scanning process, attention has to be put on the displacement of the probe, as well as on the reference starting point such that the assembling of the scanned strips can be done automatically without errors.


With this project, ST Aerospace managed to achieve several improvements:

• Faster turnaround time, from 605hrs to 88hrs which translates into an 85% increase in productivity

• Decreased workload through faster data acquisition, analysis and reporting

• Increased traceability through the use of UTPA technology

• Increased reliability with more accurate data extraction and calibration

• Improved work conditions

Established in 1976, STA Engineering is the commercial narrow-body and military aircraft maintenance and aerospace engineering arm of ST Aerospace. We complement ST Aerospace group in providing Total Aviation Support solutions for airlines, which includes line and light maintenance, component Maintenance-By the-Hour (MBH™), maintenance planning and technical services.

CONTACT DETAILS Joshua K. Vanu Phone +65 6380 6323Email [email protected] www.staero.aero

IMPACT


ST AEROSPACE SERVICES CO PTE LTD

During one of the comprehensive time studies conducted in SASCO, the workcard clocking system was one priority area of improvement that was highlighted.

Before implementing this project, staff clocking in/out with a workcard were required to queue in front of a desktop computer outside the dock control room, scan the card’s barcode and walk to the aircraft to begin work.

This project saw the implementation of a wireless clock in/out system where workcards were brought out to the aircraft (within the wi-fi zone) and scanned. This reduced the need for walking between the aircraft and dock control room.

PROJECTImprovement to Defect Rectifi cation Process through use of wireless technology

Post Implementation: With hand-held wireless device


With this project, SASCO managed to achieve several improvements to their processes and capabilities:

• Better man-hour accuracy in clocking in and out

• Reduced time wastage due to walking from dock control to acquire new workcard

• Reduced clocking in and out by staff by 90%

• Savings of 40 minutes per aircraft per day

• Supervisors can better plan workcard sequences, allowing downstream operations to be more effi ciently organised

• Streamlining of operation activities within hangar

ST Aerospace Services Co (SASCO) specializes in airframe heavy maintenance and aircraft modifi cations, including:• Passenger-to-Freighter conversions • Cabin upgrades • In-Flight Entertainment (IFE) upgrades • Winglet modifi cations • Fleet standardization programmes

From modest beginnings in 1990 with just a single wide-body aircraft hangar bay, we have expanded our facilities at Paya Lebar and Changi to accommodate up to eight wide-body aircraft.

CONTACT DETAILS Tony Leong Phone +65 6540 5649Email [email protected] www.staero.aero

IMPACT


ABOUT THE AVIATION DEVELOPMENT FUNDThe Aviation Development Fund (ADF) was set up by the CAAS with a budget of S$100 million over a 5-year period between 1 April 2010 and 31 March 2015.

The ADF aims to accelerate further development and growth of the aviation industry in Singapore, and to ensure its continued relevance and competitiveness globally. It supports the industry development goals of CAAS, through a set of incentives built around the three thrusts of Enabling Enterprise, Enabling Ideas and Enabling People. Several programmes have been launched under the ADF to facilitate the development efforts of the aviation industry:

Aviation Innovation Programme (AIP)Supports productivity and development of new or enhanced capabilities in the aviation industry through innovation.

Aviation Partnership Programme (APP)Drives the adoption of industry-level standards or processes that help to enhance overall productivity, effectiveness and competitiveness.

Aviation Manpower Programme (AMP)Supports manpower initiatives targeting at attracting, developing and retaining talent and human resource within the aviation industry.

Aviation Promotion Programme (AProP)Supports activities promoting Singapore as an aviation hub of choice, expanding market access for local aviation companies and to encourage the adoption of best practices in branding and marketing initiatives.

More details about these programmes can be found on the CAAS website.

For more information, please contact:

Civil Aviation Authority of SingaporeAviation Industry [email protected]


ABOUT THE CIVIL AVIATION AUTHORITY OF SINGAPORE

The mission of the Civil Aviation Authority of Singapore (CAAS) is to “Grow a safe, vibrant air hub and civil aviation system, making a key contribution to Singapore's success”. CAAS' roles are to oversee and promote safety in the aviation industry, develop the air hub and aviation industry, provide air navigation services, develop Singapore as a centre for aviation knowledge and training, and contribute to the development of international aviation.