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www.tocpractice.com 38 t h TOCPA International Conference 28-30 March 2018, Paris, France Fixing airplanes twice

www.tocpractice.com

38 th TOCPA International Conference

28-30 March 2018, Paris, France

International Conference 28-30 March 2018, Paris, France Fixing airplanes twice as fast using Critical Chain Fernando

Fixing airplanes twice as fast using Critical Chain

Fernando Bertrand Embraer Executive Jets, France

2018, Paris, France Fixing airplanes twice as fast using Critical Chain Fernando Bertrand Embraer Executive Jets,
2018, Paris, France Fixing airplanes twice as fast using Critical Chain Fernando Bertrand Embraer Executive Jets,
Brief bio Fernando Bertrand ■ IPSA, Expert in aeronautics and space engineering ■ Airworthiness Responsible

Brief bio

Fernando Bertrand

IPSA, Expert in aeronautics and space engineering

Airworthiness Responsible at Air Tahiti

Quality Manager, Security and Human Factors Manager at CAP Sud Tahiti

Maintenance Engineering & Planning Manager at Embraer Executive Jets

m b r a e r E x e c u t i v e J
m b r a e r E x e c u t i v e J

fernando.bertrand@embraer.fr

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Activity of Embraer Executive Jets at Le Bourget (#1/2) ■ Le Bourget airport is just

Activity of Embraer Executive Jets

at Le Bourget (#1/2)

Activity of Embraer Executive Jets at Le Bourget (#1/2) ■ Le Bourget airport is just outside

Le Bourget airport is just outside Paris. It is the largest

and busiest business jet facility in Europe.

Phenom

100/300

Legacy

450/500

/600/650

Europe. Phenom 100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International
Europe. Phenom 100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International
Europe. Phenom 100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International
Europe. Phenom 100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International

Lineage

1000

100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International Conference of
100/300 Legacy 450/500 /600/650 Lineage 1000 www.tocpractice.com 38 t h International Conference of

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Activity of Embraer Executive Jets at Le Bourget (#2/2) ■ Maintenance support for Embraer Executive

Activity of Embraer Executive Jets

at Le Bourget (#2/2)

Activity of Embraer Executive Jets at Le Bourget (#2/2) ■ Maintenance support for Embraer Executive Jet

Maintenance support for Embraer

Executive Jet fleet for the Europe Middle-East Africa (EMEA) zone.

Maintenance teams:

- 2 shifts, 5 days/week,

- A 4 on / 4 off maintenance team dedicated to Line (scheduled maintenance) and AOG (Aircraft On the Ground) to ensure a

24h/7 service.

The Hangar is fully booked for the whole year.

Customer Service is mandatory.

for the whole year. ■ Customer Service is mandatory. www.tocpractice.com 38 t h International Conference of
for the whole year. ■ Customer Service is mandatory. www.tocpractice.com 38 t h International Conference of
for the whole year. ■ Customer Service is mandatory. www.tocpractice.com 38 t h International Conference of

www.tocpractice.com

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Initially very little visibility and reliability… ■ Planning before and during the check is not

Initially very little visibility

and reliability…

Planning before and during the check is not

efficient especially for the Check-C (major maintenance operation after 8 years of use).

Only 40 % of parts are delivered on time

to the hangar.

Customer validations for additional work arrive late.

Technicians don’t know their daily priority.

Very poor visibility on the work progress.

Management of the hangar’s “slots” is not

robust nor reliable.

of the hangar’s “slots” is not robust nor reliable. www.tocpractice.com 38 t h International Conference of
of the hangar’s “slots” is not robust nor reliable. www.tocpractice.com 38 t h International Conference of
of the hangar’s “slots” is not robust nor reliable. www.tocpractice.com 38 t h International Conference of

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The first step was to build a macro-schedule ■ Creation of a macro-schedule with short-

The first step was

to build a macro-schedule

Creation of a macro-schedule with short-

term objectives, example: Jacking Day 5.

Analysis of previous Check-C:

- Priority is given to aircraft areas that generate the most "findings". - Supply of the most recurring parts.

Definition of a mini/maxi number of

resources per area.

Training of all employees on Critical Chain.

*Findings = Unexpected problems found while

inspecting the airplane and it's equipment.

found while inspecting the airplane and it's equipment. www.tocpractice.com 38 t h International Conference of
found while inspecting the airplane and it's equipment. www.tocpractice.com 38 t h International Conference of
found while inspecting the airplane and it's equipment. www.tocpractice.com 38 t h International Conference of

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Macro-schedule for achieving a check in 5 weeks BEFORE AFTER www.tocpractice.com 38 t h International

Macro-schedule

for achieving a check in 5 weeks

Macro-schedule for achieving a check in 5 weeks BEFORE AFTER www.tocpractice.com 38 t h International Conference
BEFORE
BEFORE
AFTER
AFTER

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The Critical Chain approach was applied #1/2 ■ Schedule for the aircraft is created in

The Critical Chain approach

was applied #1/2

The Critical Chain approach was applied #1/2 ■ Schedule for the aircraft is created in MS-Project

Schedule for the aircraft is created

in MS-Project (with an add-on for Critical Chain) in line with the macro-schedule.

Reduction of the number of work

cards thanks to work "packages" (from 1,200 cards to 170 packages).

Schedule adjustment with

aggressive durations and a protection for the whole project through a final buffer.

( / )

for the whole project through a final buffer. ■ ( / ) www.tocpractice.com 38 t h
for the whole project through a final buffer. ■ ( / ) www.tocpractice.com 38 t h

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The Critical Chain approach was applied #2/2 ■ Establishment of a “Findings Buffer” to model

The Critical Chain approach

was applied #2/2

Establishment of a “Findings Buffer” to

model the load due to the discovery of defects during the check.

Ensure that the schedule respects the

basic principles of Critical Chain.

Analyze and optimize the Critical Chain to ensure a 5-week check.

and optimize the Critical Chain to ensure a 5-week check. www.tocpractice.com 38 t h International Conference
and optimize the Critical Chain to ensure a 5-week check. www.tocpractice.com 38 t h International Conference
and optimize the Critical Chain to ensure a 5-week check. www.tocpractice.com 38 t h International Conference

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During project execution, new behaviours were implemented ■ At the end of each shift, the

During project execution, new

behaviours were implemented

During project execution, new behaviours were implemented ■ At the end of each shift, the planner

At the end of each shift, the planner

and the team leader prepare the work cards for the following team.

Independently from their status, at

the end of the shift, all the work

cards are handed over to the team leader, so they can be rescheduled.

In order to keep a low work-in-

progress, the planner only gives new work cards when he gets a closed work cards.

(…/…)

work cards when he gets a closed work cards. ■ (…/…) www.tocpractice.com 38 t h International
work cards when he gets a closed work cards. ■ (…/…) www.tocpractice.com 38 t h International

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The Fever Chart was used to manage execution Exemple of an Aircraft Fever Chart E

The Fever Chart

was used to manage execution

The Fever Chart was used to manage execution Exemple of an Aircraft Fever Chart E x
The Fever Chart was used to manage execution Exemple of an Aircraft Fever Chart E x

Exemple of an Aircraft Fever Chart

used to manage execution Exemple of an Aircraft Fever Chart E x e m p l

Exemple of Hangar Fever Chart

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Deployment of Visual Management to facilitate the monitoring of daily activities ■ Modification of the

Deployment of Visual Management to

facilitate the monitoring of daily activities

Management to facilitate the monitoring of daily activities ■ Modification of the “control room” to optimize

Modification of the “control room” to optimize the

monitoring of the check as well as the monitoring of couple of checks simultaneously.

well as the monitoring of couple of checks simultaneously. www.tocpractice.com 38 t h International Conference of
well as the monitoring of couple of checks simultaneously. www.tocpractice.com 38 t h International Conference of

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Managing execution becomes much easier ■ The impact of problems (late parts delivery, internal or

Managing execution

becomes much easier

The impact of problems (late parts delivery,

internal or external intervention,…) is easily visible on the Fever Chart.

- Indeed, Critical Chain allows simulation of the

corrective actions and the effects on the

aircrafts' delivery date.

Managers don’t need to have details for all activities. Only aircrafts in the Fever Chart’s Red Zone should be considered.

During the check, the progress and remaining work is much clearer and shared

with everyone.

and remaining work is much clearer and shared with everyone. www.tocpractice.com 38 t h International Conference
and remaining work is much clearer and shared with everyone. www.tocpractice.com 38 t h International Conference
and remaining work is much clearer and shared with everyone. www.tocpractice.com 38 t h International Conference

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Now we fix airplanes twice as fast… Before / After: 96 MO – BEFORE 2013

Now we fix airplanes twice as fast…

Now we fix airplanes twice as fast… Before / After: 96 MO – BEFORE 2013 -
Before / After: 96 MO – BEFORE 2013 - 63 days v + 45 %
Before / After:
96 MO –
BEFORE 2013 - 63 days
v
+ 45 % Productivity
+ 40 % Performance improvement
96 MO -
LEAN 2013 - 42 days
96 MO –
TOC 2015 - 35 days
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x Hours SpentMan

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53 55 57 59 61 63 x Hours SpentMan www.tocpractice.com Before 2013 Aircraft Down time Lean

Before 2013

Aircraft Down time

SpentMan www.tocpractice.com Before 2013 Aircraft Down time Lean project 2013 TOC project 2015 38 t h

Lean project 2013

Before 2013 Aircraft Down time Lean project 2013 TOC project 2015 38 t h International Conference

TOC project 2015

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…and many undesirable effects have disappeared ■ Late deliveries ■ Lack of visibility on aircraft

…and many undesirable effects

have disappeared

…and many undesirable effects have disappeared ■ Late deliveries ■ Lack of visibility on aircraft release

Late deliveries

Lack of visibility on aircraft release dates

Important workload for planners

Constantly changing priorities

Forced multitasking

Stress caused by work environment

Forced multitasking ■ Stress caused by work environment www.tocpractice.com 38 t h International Conference of

www.tocpractice.com

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Any questions? www.tocpractice.com 38 t h International Conference of the TOC Practitioners Alliance - Paris
Any questions? www.tocpractice.com 38 t h International Conference of the TOC Practitioners Alliance - Paris

Any questions?

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