RLG International Results Stories
A Success Story at an Aviation Company
Maintenance and Engineering - Engine Shop
Key Objectives
In April of 2008, RLG began its implementation in the Engine Shop with specific focus on reducing the overhaul time of the [name] engine. The process of an engine overhaul is highly complex, involving the disassembly, piece part repair, and reassembly of over 750 parts. In 2007, the [name] engine turn-time averaged 101 days, spare count was at 50% of required levels, unit cost was above budget, and the Occupational Safety and Health Administration (OSHA) recordable injury rate was 10.89. In addition, the team was functionally divided into multiple groups devoid of a common goal.
Initial efforts were given to the disassembly process of the engine. The shop began measuring the process in an attempt to define their current state. Along with their RLG coach, the team completed a GAP Analysis to identify the critical path of engine parts through the use of a "muffler chart" to create a visual factory.
RLG's Operating Rhythm© was introduced which included, crew talks, business reviews, hand-overs, boardwalks, and one-pagers. This "back to basics" approach led the shop and organization to focus on results.
Development of an IT build schedule tool provided focus to produce the right parts at the right time.
A daily production meeting was started to discuss the engine build schedule in detail. Shop leadership, production planners, and support shops attend.
Project Results
Displaying measures with targets rallied the crew around common goals. All five tenets of the Operating Rhythm© were implemented, improving communications and accountability within the team.
The engine build schedule became a road map to success; making the complex simple. The daily production meeting involved the right people that kept the engine builds on schedule.
Through crew engagement and leadership coaching, positive behavioral and cultural changes became evident. Overall results: 12 to 1 ROI.
By December of 2008, average engine overhaul turn-time was reduced to 83 days, an 18% performance improvement.
Six engines were produced at 60 days or less, which is considered world class performance. Engine spare count availability also improved by 25%, to 75% of required levels. This had a direct affect on averting six possible aircraft "out of service" events over the busy 2008 winter holiday season. Unit cost was under budget and showed a 5% improvement year over year. The engine shop produced these results in a safer work environment. Injuries were reduced by 55% and the 2008 OSHA recordable rate was 5.48.
Testimonials
"RLG's approach provided the right focus and perspective, allowing us to function more effectively as a team. The performance improvement we have achieved is truly an outstanding accomplishment and shows what can be done when given the right tools and attention."
Managing Director
Tools / Methodologies
- Operating Rhythm© - crew talks, business reviews, hand-overs, boardwalks, and one-pagers