5 - Pedro Miguel Rodrigus Da Costa - 28 TOCPA - UK - O9 November 2016

International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
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
www.tocpractice.com
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
www.tocpractice.com
Contact info
email :pcosta@tap.pt
Phone: +351927988882
Welcome to TAP M&E

Continuous Improvement at M&E
Pilot ProjectMay 2014,CS-TNS
CCPM-ImplementationSep-Dec 2014
Sharklets Retrofit Modifications-Lessons Learned
Conclusions
www.tocpractice.com
Agenda
Conclusions
www.tocpractice.com
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

Logistics
Engine Shop
Support Shops

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
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
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
Engine Shop -Occupational health and safety
EVP
PMA's at M&E
LG
10
Engine Components repair process
EM
20
Management of Critical Ground Support Equipment
AM
Evacuation Slide-Repair and planning process
CM
Invoice Process (Diagnostic)
FC
10
Wheels -repair and planning process
CM
Engine TAT (Diagnostic)
EVP
TAT C-Checks (Diagnostic)
AM
Agenda
Conclusions
www.tocpractice.com
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 m
Total Building Area: 71,200m
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
www.tocpractice.com
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
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)

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

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.
www.tocpractice.com
Critical Chain Theory High-level

Application to C-checks
1 WIP / Staggered
2 Full-Kitting
INSP
REPAIR
1 Priorities
3 Priorities/
Buffer Management
2 Priorities
3 Priorities
ASSY

Setting Goals
TAT
WIP
Demand
Throughput (TP)
Aircraft System
Little Laws
TAT x THROUGHPUT = WIP

A
Time to delivery
Start
E AC
Late Project
Delivery dates Full-Kit- Delivery dates
Late
Time to delivery
On Time!
Start
BD F

Project 1
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
15
Project Completion = 33%

Buffer Consumption = 50%
Priority Index = 0.5/0.33 = 150%
www.tocpractice.com
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
Id 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

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
Priority System
www.tocpractice.com
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

Conclusions
www.tocpractice.com
Implementation Plan
October
November
Implementation
Sustainment
September
Solution Design
1
Planning
&
Control
2
Target
Setting
TAT
Planning
Document & Train
Pipeline
2014
Pipeline 2015
Full-Kit Process: Define Go/No-Go
Logistic
Workshops
WIP Control
Wide Body
Network
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
11
4
5
$$$$$
7
7
10
10
Operation
Critical Chain Project Management
Priority Order
for OO_SFZ
www.tocpractice.com
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
www.tocpractice.com
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
reas
Rules
&
Responsabilitie
s
Period
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
241
285 (16) ( - 5%)
(10 A/C)
129
TAP
Fleet
www.tocpractice.com
104
102 (27) ( - 21%)
Agenda
Conclusions
www.tocpractice.com
Sharklets Retrofit Modification

Lessons Learned
www.tocpractice.com

Lessons Learned

Lessons Learned
Left Wing
Right Wing

Lessons Learned
1 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
1 A/C
2 A/C
3 A/C
4 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.
1 A/C
2 A/C
3 A/C
4 A/C
Agenda
Conclusions
www.tocpractice.com
www.tocpractice.com
Welcome to TAP M&E
Thank you!
Questions?
www.tocpractice.com

5 - Pedro Miguel Rodrigus Da Costa - 28 TOCPA - UK - O9 November 2016

Загружено:

Сведения о документе

Описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Описание:

Авторское право:

Доступные форматы

5 - Pedro Miguel Rodrigus Da Costa - 28 TOCPA - UK - O9 November 2016

Оригинальное название:

Загружено:

Описание:

Авторское право:

Доступные форматы

International Conference of the

TOC Practitioners Alliance - TOCPA

Enhancing Airplane Availability

Pedro M. Rodrigues da Costa, TAP Portugal, Portugal

28th International Conference of the TOC Practitioners Alliance - TOCPA

Pedro Miguel Rodrigues da Costa

28th International Conference of the TOC Practitioners Alliance - TOCPA

Welcome to TAP M&E

28th International Conference of the TOC Practitioners Alliance - TOCPA

28th International Conference of the TOC Practitioners Alliance - TOCPA

(*) Controlled by an external independent entity in

Marketing & Sales

Quality and Safety

Engineering and Quality

Engineering and Quality

Engineering and Quality

Continuous Improvement & Processes

Fleet and Projects

Decision to create Team Team

Review, adjust, and

Interface with more

It is important to ensure the consecutive of all the

Material expedition process

Components -Anticipating material requirement

A-Check A340- 24 Hours

Closed Loop Materials

Components Priority- Planning

Engine Shop -Occupational health and safety

Engine Components repair process

Management of Critical Ground Support Equipment

Evacuation Slide-Repair and planning process

Invoice Process (Diagnostic)

Wheels -repair and planning process

Engine TAT (Diagnostic)

TAT C-Checks (Diagnostic)

28th International Conference of the TOC Practitioners Alliance - TOCPA

TAP M&E offers a vast span of services ranging

Offices and Labs.

TAP M&E makes available to its Customers

TAP M&E provides aircraft

28th International Conference of the TOC Practitioners Alliance - TOCPA

Continuous Improvement Proj.

Continuous Improvement Proj.

Planning & Control

Continuous Improvement Proj.

28th International Conference of the TOC Practitioners Alliance - TOCPA

Critical Chain Theory High-level

Critical Chain Theory High-level

Critical Chain Theory High-level

Delivery dates Full-Kit- Delivery dates

Critical Chain Theory High-level

Project Completion = 50%

Project Completion = 33%

28th International Conference of the TOC Practitioners Alliance - TOCPA

Individual Interviews (3045

Workshop on Critical Chain

Time and Capacity Loss

11.5 Working days

Create Aggressive WIP Control