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09 November 2016, UK
Enhancing Airplane Availability THEORY OF CONSTRAINS CRITICAL CHAIN PROJECT MANAGEMENT
Pedro M. Rodrigues da Costa, TAP Portugal, Portugal 09 November, 2016
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Pedro Miguel Rodrigues da Costa General Manager of Continuous Improvement and Processes Area at TAP Maintenance & Engineering. With over of 23 years of professional experience at TAP Group, he has served in various technical areas, as specialist, project manager, and leadership positions with increase levels of responsibility. Pedro is a Mechanical Engineer by Lisbon University, specialized in systems. In 2004, he earned is Master in Industrial Maintenance from Oporto University, and at 2011 he became Aeronautic Specialist (Equal to PHD) from IPL (Lisbon Polytechnic Institute) In addition to his duties at TAP, he has been a lecturer in the Mechanic Department of ISEL (High Institute of Engineering of Lisbon) and ISEC (Higher Institute of Education and Sciences). Currently he teaches Heat Transfer, Aviation Maintenance Management and Aircraft Systems
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Contact info email :
[email protected] Phone: +351927988882
28th International Conference of the TOC Practitioners Alliance - TOCPA
Welcome to TAP M&E Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Agenda Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Organization • TAP Group
(*) Controlled by an external independent entity in accordance with the Competion Authority directives.
Organization TAP Maintenance & Engineering Maintenance and Engineering Sponsor Continuous Iimprovement Project
EVP
• Sales Portugal • Sales Engines • Communication & Brand •Customer Service
• Quality Engineering • Laboratories
Marketing & Sales
Innovation & Development
Quality and Safety
Engineering
Engine
Aircraft Maintenance
Maintenance
Components Maintenance
•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
•Continuous Improvement & Processes •HR Development •Information Technologies •Finance and Accounting •Equipment and Facilities •Innovatiion
•Fleet and Projects •Technical Publications •DOA projects
Logistics •Negotiation •Technical Purchasing •Materials Management •Rotables Management •Warehouse •COMAT (EWR)
Continuous Improvement Team History
Starting point Diagnostic on possible opportunities to capture at TAP M&E
Timeline
Internal recruiting process
Decision to create Team Team an internal team to setup start capture the opportunities Feb July Jan 2010 2009 2010
First pilots at Aircraft Maintenance
TOC CCPM Aircraft Maintenance
TOC CCPM Sharklets Retrofit
First pilots developed at Engine Maintenance Apr 2010
May 2010
May 2014
Jan 2016
Continuous Improvement Project Standard Process Prepare
Diagnose Analyze Operating system
Form Team Plan and Initiate communications Compile data
Analyze management infrastructure
Plan activities ….. Analyze mindsets and capabilities
Design Design target-state operating system Confirm targets Design management infrastructure to support the operation system Specify mindsets and capabilities to reinforce new way of working
Plan Develop an implementation plan structured by work or value stream Identify resources requirement Identify implementation risks
Implement
Stabilize Implement Review progress
Rollout
Review, adjust, and standardize the new process
Interface with more general initiatives
It is important to ensure the consecutive of all the “standard” activities along the steps…
Continuous Improvement Projects Designation
Continuous Improvement Projects
Sponsor # Team
“ VIA TAT ”
EM
17
Material expedition process
EM
15
Visual Management
EM
12
Components -Anticipating material requirement
CM
16
A-Check A340- 24 Hours
AM
10
Closed Loop – Materials
AM
11
Components Priority- Planning
CM
18
Purchasing -Follow Up
LG
5
Engine Shop -Occupational health and safety
EVP
6
PMA's at M&E
LG
10
Engine Components repair process
EM
20
Management of Critical Ground Support Equipment
AM
6
Evacuation Slide-Repair and planning process
CM
6
Invoice Process (Diagnostic)
FC
10
Wheels -repair and planning process
CM
5
Engine TAT (Diagnostic)
EVP
2
TAT C-Checks (Diagnostic)
AM
4
Agenda Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Resources Lisbon
Security control to airport airside
Hangar 6
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.
Hangar 5 Hangar 4
Hangars: 3 Hangar Capacity: 3 WB, 5 NB Hangar Area: 26,380 m² Total Building Area: 71,200m²
Aircraft Maintenance
Engines Maintenance Warehouses
Components Maintenance
Offices and Labs. Security control to TAP premises
Porto Alegre
Rio de Janeiro
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
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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
28th International Conference of the TOC Practitioners Alliance - TOCPA
Continuous Improvement Proj. TAT C-Checks Hangar 45 Structures Team
HANGAR 6 FC/LG/HID Team
Engine Team Avionics Team
Cabin interior Team
Logisitics Team
Structure Shop Painting Shop Hangar 4
Heat Treatment Shop
Interior Cabin/Composite Shop (Hangar 5)
Emergency Equipment Shop (Hangar 5)
…….
Continuous Improvement Proj. TAT C-Checks Aircraft Maintenance Director Base Maintenance
Supervisor H16 Logistics
Controller
Hangar Manager H16
Engineering & Quality Cabin Interior FC/H/LG
Structure Shop
Painting Shop H16
H16
Planning & Control Engine
Avionics Team Leader
Team Leader
Team Leader
Team Leader
Structures Team Leader
H16
H16
H16
H16
H16
Base Maintenance
Operational Maintenance
……
Continuous Improvement Proj. TAT C-Checks
Theory of Constrains 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.
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Critical Chain Theory High-level Application to C-checks 1º WIP / Staggered
2º “Full-Kitting”
INSP
REPAIR
1ª Priorities
3º Priorities/ “Buffer Management”
2ª Priorities
3ª Priorities
ASSY
Critical Chain Theory High-level Application to C-checks Setting Goals TAT
WIP Demand
Throughput (TP) Aircraft System
“Little Law’s” TAT x THROUGHPUT = WIP
Critical Chain Theory High-level Application to C-checks A
E
C
Time to delivery
Start
B
E AC
D
F
Late Project
Delivery dates “Full-Kit”- Delivery dates
Late
Time to delivery
On Time!
Start BD F
Critical Chain Theory High-level Application to C-checks Project 1 5
5
5
5 5 5
15
Project Completion = 50% Buffer Consumption = 40% Priority Index = 0.4/0.5 = 80% 2 1
Project 2 5
5
5 5 5 5
15
Project Completion = 33% Buffer Consumption = 50% Priority Index = 0.5/0.33 = 150% www.tocpractice.com
28th International Conference of the TOC Practitioners Alliance - TOCPA
Pilot Project CS-TNS- C3+6Y+EO57+PTU 25th May 14
11st June 14
26th June 14 Rollout Rollout
INVESTIGATION INVESTIGATION AND AND FULL-KITTING FULL-KITTING
• Individual Interviews (3045 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 • ……….
SOLUTION SOLUTION WORKSHOP WORKSHOP
• 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 • ……
CS-TNS CS-TNS
FINAL FINAL SETUP SETUP AND AND TRAINING TRAINING
• 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 • ……
Inspection Inspection
• 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 • ……
Time and Capacity Loss CS-TNS- C3+6Y+EO57+PTU Total time/Effort Uncertainties,Duration Strech & Task Interruptions, priority changes…
Work
30-50% de TAT -23%
15 Working days Work
Uncertain ties Rework
11.5 Working days
Avoidable Loss
Create Aggressive WIP Control Plans Buffer Management
3 Days Inspection Phase
4 Days Repair Phase
3 Days
1,5 Days Operational
Assembly Phase Tests and Release
3 Days
3 Days
Inspection Phase
Repair Phase
3 Days
1,5 Days Operational
Assembly Phase Tests and Release
Full-Kit Management CS-TNS- C3+6Y+EO57+PTU
Priority System CS-TNS- C3+6Y+EO57+PTU
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Pilot Project CS-TNS C3+6Y+EO57+PTU What Went Well Synchronization between groups and shifts
TAT Responsiveness of equipment/tooling Previous support CCPM Empowerment & clear responsibility for After 11.5 Production Managers CCPM
Areas for Improvement Management of NRs (whether/how to use “Grande Bloco” structure) Ensuring common communication of dates 15(power on, FK) Communication between Engineering , workshops, Production (Forestay example?)
Achieved 10.5 Using Grande Blocos to “plan before 30% 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
Agenda
Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Implementation Plan October
November
Implementation
Sustainment
September Solution Design 1º
Planning & Control 2º
Target Setting
TAT Planning
Document & Train
Pipeline 2014
Pipeline 2015
Full-Kit Process: Define Go/No-Go
Logistic
Workshops WIP Control Wide Body Network
3º
Base Maintena nce Continuous www.tocpractice.com
Single A/C Buffer Mgt Narrow Body Template MA-Level Buffer Mgt
FK: Implement Go/No-Go
Workshops Implement Changes
MA-Level Buffer Mgt
Document & Train
Document & Train
27 Improvement Processes / Aircraft Implementer 28th&International Conference of the TOC Practitioners Alliance - TOCPA
Pipeline After CCPM
Before CCPM
1 2 2
5
3
1
11
4 5
$$$$$
6
3
6
4
7 7
8
9
10
8
9
10
Operation Critical Chain Project Management
Priority Order for OO_SFZ
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Operation Critical Chain Project Management
Priority Order for 3 Aircrafts
Tactical Mainten obstacles, ensure organizational commitment, and The Steering Committee will resolve policy-type communicate changes/results throughout theance organization and externally where needed. Director
CIP
Pipeline/WI P Imple menter Synchronized Priorities
Head of Logisti Material c Coordenation
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Deputy Director
and Head TOC-Focus CCPM Finished Base Steering Mainte nance Committe Buffer Management Head Prod. Contro l Manag .
of Plannin g Holding Control
AM M&E Áreas Rules & Responsabilitie s
……….
Period
28th International Conference of the TOC Practitioners Alliance - TOCPA
Tactical Steering Committee
CCPM-Evaluation Before CCPM
After CCPM
Achieved
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 OO-SFN
OO-SFY
OO-SFU
39%
-30%
33
5%
0%
19
CS-TGV
80 -55%
CS-TOI
CS-TNV
20%
-20%
40
-14%
-20%
35
16
-6%
-25%
-38%
We also were able to avoid the expense of subcontracting one narrow-body C Check CS-TNU
16
CS-TTN
17
CS-TTQ
CS-TNT
-13%
-38%
-6%
24
21
-6%
-17%
-33%
-21% -33%
We provide another TAP narrow-body to support the operation in the period between 29 October and 5 December # Days-Out-of-Service 301 System
# Days-Out-of-Service 241
# Days-Out-of-Service 285 (16) ( - 5%)
(10 A/C)
……….
# Days-Out-of-Service 129 TAP Fleet
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# Days-Out-of-Service 104
# Days-Out-of-Service 102 (27) ( - 21%)
28th International Conference of the TOC Practitioners Alliance - TOCPA
Agenda Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Sharklets Retrofit Modification Lessons Learned
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Sharklets Retrofit Modification Lessons Learned
Sharklets Retrofit Modification Lessons Learned Left Wing
Right Wing
Sharklets Retrofit Modification Lessons Learned 1º Sharklets Retrofit Modification
2º Sharklets Retrofit Modification
3º Sharklets Retrofit Modification
4º Sharklets Retrofit Modification
Sharklets Retrofit Modification Lessons Learned TAT Performance -27% -11.6% -10.5%
Adopted and implemented the critical chain concepts , as one of continuous improvement methodology/tools helped
1ª A/C
2ª A/C
3º A/C
4º A/C
us to reduce the turnaround time in 42%
M&h Performance -24%
and total man hours in 29%
-3.5%
at
-3,7%
implementation the Sharklets Retrofit Modification. 1ª A/C
2ª A/C
3º A/C
4º A/C
Agenda Continuous Improvement at M&E Pilot Project–May 2014,CS-TNS CCPM-Implementation–Sep-Dec 2014 Sharklets Retrofit Modifications-Lessons Learned Conclusions
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28th International Conference of the TOC Practitioners Alliance - TOCPA
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28th International Conference of the TOC Practitioners Alliance - TOCPA
Welcome to TAP M&E
Thank you! Questions?
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28th International Conference of the TOC Practitioners Alliance - TOCPA
