C-Check downtime reduction by 50%Hatim NAITLHOMarch 2007

Context

• RAM had scheduled the C-checks of CN-RNX and CN-RNY in Air France industries Toulouse.

• The work package was discussed on Sep. 2006. • The best TAT proposed was 6.5 days.• Due to operational constraints, RAM decided to

perform these C-Checks in it’s facilities on January 2007

Project Scope

• Fleet: A321 family• Organization: Royal Air Maroc Maintenance & Engineering

Center – Casablanca• Maintenance visite: C2-check

Project goals

• Execution of C2-Checks of CN-RNX and CN-RNY in RAM facilities

• Reduction of the turnaround time of C-check• Minimization of man-hours in the C-check• Reduction of C-check cost

Project team

• Project management: – Hatim NAITLHO, Aircraft Maintenance Senior Manager– Mustapha ELGHAZI: Base maintenance senior manager

• Project members : – Lhoussaine ELASLI: team supervisor – Mostafa ELASRI, Hassan ELHAMDI: B1 engineers– Hassan MESSOUDI, Abdelilah BALMANE: B2 engineers

Conceptual Framework

A new conceptual framework was elaborated to achieve a breakthrough of performance and achieve the ambitious goals of the project:

PlanningC-check managementMan-hours allocation

Bottleneck management

Conceptual Framework

The new conceptual framework: – MECE breakdown– TOC based planning– Lean management– Kaizen blitz event– Process mapping & redesign

TOC based planning

The Theory of Constraints (TOC) is a philosophy of management and continuous improvement originally developed by E. Goldratt:

TOC allowed us to manage the C-check bottlenecks and subordinate resources to them:

• Optimized allocation of resources

Results

• Reduction of Turnaround Time of C2 check of CN-RNX from 6.5 to 3.5 days

• Reduction of Turnaround Time of C2 check of CN-RNY from 6.5 to 3.2 days

• Decreased cost by $50k per check

Achievement celebration

This exceptional achievement had been praised by the chairman and CEO of Royal Air Maroc Mr. Driss BENHIMA

Achievement celebration

This exceptional achievement had been praised by the chairman and CEO of Royal Air Maroc Mr. Driss BENHIMA

Conclusion

• The reduction of Turnaround Time of A321 C-Check was a result of three main factors:– Strong leadership and teamwork– Strong commitment of the players involved in the C-

check– Solid conceptual framework