Musterpräsentation der Lufthansa Technik HAM WT · PDF fileLean Maintenance Methods at...

Lean Maintenance Methods at Lufthansa TechnikbyBjörn KohrsLufthansa Technik

Musterpräsentation derLufthansa Technik HAM WT

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Lecture RAeS, DGLR, VDI, HAW: Thursday, 28th February 2008, 19:00 h Gästehaus der Universität Organised by RAeS Download from: http://hamburg.dglr.de

Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 2

Agenda

Lufthansa Technik – at a glance

Going Lean – a strategic decision

Our roadmap to Lean – a story of small steps

Lean maintenance – a few examples of how we do it

Change management – the challenge in lean transformations

Closing question


Agenda

Lufthansa Technik at a glance





Closing question


Lufthansa – excellence in aviation

Aviation Group

The Lufthansa Aviation Group is one ofthe world’s leading air transportcorporations.

It comprises more than 400subsidiaries and affiliates, active inbusiness segments includingpassenger business, logistics, repairand overhaul, catering and IT services.


About 25.000 employees worldwideOver 4.7 billion Euros in sales*More than 580 customers worldwideMore than 450 jetliners entered in its Total Technical Support TTS®

program, more than 1,400 aircraft under exclusive contracts

Key facts about Lufthansa Technik Group

*Lufthansa Technik and all companies of Lufthansa Technik Group.


Six Product Divisions will offer:competent service and supportaround the clock and around the world

AircraftMaintenance

Services

AircraftComponent

Services

EngineServices

Aircraft BaseMaintenance

VIP &Executive Jet

Solutions

Landing GearServices

Product Divisions of the Lufthansa Technik Group

EASA FAA


Lufthansa Technik Engine ServicesOrganization

ComponentServices

AircraftOverhaul

EngineServices

AircraftMaintenance

VIP &Executive Jet

Solutions

Engine Service

Repair andOverhaul of

Commercial JetEngines

APU

Repair andOverhaul of

Auxiliary PowerUnits

Engine Parts Repair

Engine Parts andAccessories

Repair

Engine Lease

Spare EngineCoverage

Landing GearServices


Lufthansa Technik Engine ServicesKey facts

• 33 supported engine and APU types

Turnover: • More than 1,4 billion € in 2007

Workforce: • More than 4,000 employees worldwide• approx. 2,000 in Hamburg

Global network: • 11 facilities around the world• 40 % workload from LH Group• 60 % workload from more than150 customers worldwide

Facilities: • 8 test cells with up to 84,000 lbsthrust capacity

• All facilities meet highest EUenvironmental standards

Product range:

We are the leading international independent provideroffering engine repair & overhaul.

AMSAMS


These customers already benefit from usSome of more than 150 satisfied engine & APU customers worldwide


Agenda






Closing question


„ We always did it this way......!“

Chaos ante portas …...change before you have to!


Always trying thesame method andto expect different

results …

....is probably just a synomym forinsanity!

Chaos ante portas …...change before you have to!


Market conditions for german company‘s.....stormy weather!

skepticism concerning the big coalition

only timid political reforms

hope for economical growth

crisis in the finance sector

high euro / dollar rate

still high rate of unemployment

global competition (go east....)


Taking the next step towards excellence

Costreduction

Quality

Reliability

TAT

Customer

value

“Me too“

Best valuefor money

Best qualityin town

Winning thecost saving

award

Scrapavoidancerepair dev.

PMA,surplus

automati-

sation

EDP Tools

QM

What can bethe next

step?Processoptim.


Upgrade to Industry Leadership!

Reaching the next performance level requiresa holistic approach of

optimizing the entire production system.

Technology Managementsystem

Employees

Processes

Main modules of a Production systemImplementation of Lean inProduction and Administration

„Create the perfect value stream.“

with the aim to use ressources efficiently,

to fulfil the customer‘s expectations and

to sustainable increase the company‘s competitiveness.


Agenda






Closing question


The genesis of Lean – Toyota Production SystemToyota’s Prediction in 1991

We get brilliant results fromaverage people managingand improving brilliantprocesses. Our competitorsget mediocre results frombrilliant people managingaround broken processes.

When they get in trouble,they try to hire even morebrilliant people.

We’re going to win…


The Kaizen-Approach

KAIZEN |1KAIZEN |1

Verbesserungs -Vorschlagswesen

(Lufthansa Impulse)

Verbesserungs -Vorschlagswesen

(Lufthansa Impulse)

Continuous ImprovementProcess

Continuous ImprovementProcess

|1 Kaizen is japanese and has themeaning of „change to the better“ =improvement

…….

…….5S5S

Expert-CIPEmployee-CIP

Production & Suppliers

Organisation & Administration


CIP – focus

5S - focus

Establish order, tidiness and ensurestandards.

SortStraightenShineStandardizeSustain

Establish order, tidiness and ensurestandards.

SortStraightenShineStandardizeSustain

Accomplishimprovements anddefine new standardsfor:

Working processWorking systemWorking environmentSafety

Accomplishimprovements anddefine new standardsfor:

Working processWorking systemWorking environmentSafety

The CIP Cycle

Quelle Bild: Daimler Chrysler Produktionssystem MPS


Lean Production Basics

Waste

Additionalneededwork

AddedValue

Value adding

All actions that increase the productsvalue (the customer is willing ot paymore for it after accomplishment)

Waste

All actions that do not

change the product

Waiting…

Transportation…

Searching…

Moving…

Unnecessary workon the product

…Additional needed work

Non value adding but necessary activities(e.g. rigging a tool for machining)

Focus:

It is the intention of Lean toincrease the share of the valueadding activities by continuousimprovements and sustainablereduction of waste and non valueadding activities.

Employees

Activities

Quelle: McKinsey


Reduce waste (muda) by....

• e.g. Best Practices

• „Do you alreadywork or are you stillsetting up yourmachine?“

• Poka Yoke – built in failureproof

• Little‘s law.....reduction ofproduction lots reducesturntime

• Physically interlockedworkstations in a process orientedway

• see what is happeninginstead of looking into EDPsystems

• tidyness reduces search times

• preventive maintenanceincreases reliability ofmachines

“…use of Lean Tools”

• Just in time deliveries


Motortypen-Ingenieure

HAM WP 1/MHr. Rehmet

T/VOa

EngineeringTriebwerk

HAM WT 3Hr. Seitz

HAM TC, 01.01.2007

Lufthansa Technik AG (LHT)Triebwerke

Teile-Reparatur

HAM WRHr. Tabbert

Controlling

HAM WR 10Hr. Ule

Vertrieb EPAR &Geschäftsenwicklung

HAM WR 1Hr. Albrecht

Logistik Support& Einkauf

HAM WR 11N.N.

Reparatur-entwicklung

HAM WR 12N.N.

Brennkammer& Gearbox

HAM WR 22Hr. Lender

Turbinen-schaufeln

HAM WR 24Hr. Schmidtke

Kompressor-schaufeln

HAM WR 25Hr. Thomsen

TRW-Rohrwerkstatt

SXF WR 38Hr. Rademacher

PD Controlling

HAM WT 1/CHr. Brüggmann

PD Produkt-management

HAM WT 1/PHr. Langko

Kaufm. LeitungPD & IT

HAM WT 1Hr. Adria

PD Informations-systeme

HAM WT 1/IHr. Kolochowski

PD Geschäfts-feldentwicklung

HAM WT 1/EHr. Sliwa

TRW-Prüfstände HAM

HAM WP 92Hr. Matthies

MainbaseFrankfurt

FRA WP 8Dr. Zöller

Service Center

HAM WP 7Dr. Petersen

Reparatur-prozesse

HAM WP 7/SH. Müller

Triebwerks-überholungHAM WPHr. Mörig

GEÜberholungHAM WP 2

Hr. Boettcher

CFM 56ÜberholungHAM WP 3

Hr. Pawelczak

Ereignisleitung

HAM WP 22 - 27Hentschel, Zabel,

Heck, Tons

Ereignisleitung

HAM WP 32 - 35Richter, Dr. Uhlig,

Latze, Schlag

Triebwerke

HAM WTDr. Andrich

Qualitätssicherung& Training

HAM WT/QHr. Harling

PrüfständeMaterialservice

FRA WP 82N.N.

Produktion

FRA WP 83Hr. Hollerbach

Kundendienst /Vertrieb EPAR

HAM WR 14Hr. Prehn

Geschäfts-entwicklung

HAM WR 13Hr. Rohrmoser

Triebwerksteile

HAM WR 2Hr. Malina

Triebwerk Lease

HAM WT 4Dr. Grotowsky

APU

HAM WT 54Hr. Gosau

Reserve-MotorenManagement

HAM WT 4/RHr. Burmester

TriebwerkAccessoriesHAM WR 3

Hr. Alff

Kfm. Dienste /Kundenbetreuung &

VertriebHAM WP 1

N.N.

BU Controlling

HAM WP 10Hr. Werner

Einkauf / Material /Fremdvergabe

Mgmt.HAM WP 11

Hr. Havenstein

Rechnungs-wesen

HAM WP 12Fr. Clemens

Key AccountLufthansa Gruppe

HAM WP 1/LHr. Ahrens

Kundendienst /Vertrieb

Amerika/AfrikaHAM WP 1/A

Hr. Walter

Kundendienst /Vertrieb Nahost /VIP / Osteuropa

HAM WP 1/NHr. Rahmlow


Asien / Pazifik

HAM WP 1/FHr. Haberkamp


Westeuropa

HAM WP 1/EMotschenbacher

Kit-Service WT

HAM WP 38Hr. Melisses

TRW-Endaufrüstung

HAM WP 92Hr. Kiesler

PW4000 / V2500ÜberholungHAM WP 4

Hr. Kohl

Ereignisleiter

HAM WP 43 - 45Bauer, Magunna

Bammel

Routine-prozesse

HAM WP 7/RN.N.

Team/ Sonderaufgabe

Segment-management

HAM WP/SHr. Schlüter

PPS-Prozeß-zentrale

HAM WP/PPSHr. Karras

Qualitäts- &Prozessmanagement

Engine Services

HAM WT/PHr. Tilgner

WR2 Airfoil Shops(~250 employees)

Implementation phases of Lean

Description

WR1 Administration(~50 employees)

WP3 CFM56(~350 employees)

Lighthouses(~350 employees)

Lean Roll out(~850 employees)

2005 2006 2007 2008


Typical Milestone-Plan for Implementation of Lean Basics

Start

Qualification

Umsetzung

April 2007 Mai 2007

Goals

TimelineKaizen Trainer(7 Tage)

5S Qualifikation for all employees(4h)

Communication of vision inmanagement cascade(2h)

supervisor training in leancommunication skills(3 days)

Juni 2007

5S-Workshops

Standardisation

Introduction of Kaizen& KPI Boards

Establishment ofregularcommunication

Oktober 2007

End

….

Review


Agenda






Closing question


Dozens of workshops performed


Footpath

Workplace

Clarification zone

Visual Marking Standard

Delivery zone

Waste

Dangerous area

Work in process

Make it sustainable5S Audits and Standards


xxx(responsible supervisor)

(responsible foremen)

New cards(opportunitiesor problems) Responsibility

assigned

completed(rejected or

realized) Results of 5Saudits


Kaizen cards: Examples

implemented: 74in progress: 10

rejected: 1743

39

127

05

1015202530354045

amount of Kaizencards

Type of improvement

Types of improvements

improvement of w orkplace

Elimination of irregularities /production problemscost reduction

TAT

110 Kaizen cards from staff of 150 within 6 months - 85% worth to be implemented.

Safety & health:Improve noise & dust protection

Safety & health:Provide rubber mat for damping

Quality, zero defect:Improve transport devices


What problems to adress first?

Few big issues...

...some largerones...

...but verymany small

issues!

com

plex

ity

time

need

edfo

rrea

lisat

ion

Focus on these topics:-easy to fix

-allow for quickimprovements

-bring momentum


Visualisation of division targets

Targets for entire product division are defined and published in everydepartmentDepartments specify these targets for their processes and visualizethem in KPIs


Key Performance Indicators (KPI) in Lean Production

KPI-Boards complement the Kaizen BoardsRelevant processes (turntime, cost, M/H) are shown with actual /planned / target figuresAn index for customer delivery performance and customer satisfactionis always included

Date i:Erstelle r:Erstellt : 2007-03-08Version:

Jan Feb Mrz Apr Mai Jun Jul Aug Sep Okt Nov Dez avg242,1 254,0 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 247,3204,0 192,7 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 199,1

13 10 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 23Anzahl Motore

Kennzahl:

ENGINE-DEMO Ah 2007-03-08Verantwortlicher:

Neumann

WP3 Lean Ah & TAT 2007.02Neumann Kennzahlen LHT WP310 2007Gedruckt: 07.06.01

Maßnahme 1Maßnahme 2

Status: A

Bereich:

WP310

PlanAH pro Motor

Die pro Motor durchschnittlich aufgewendeten Stunden werden den Planstunden gegenübergestellt.

Ist-AH pro Motor

Stand:

0 Ah

20 Ah

40 Ah

60 Ah

80 Ah

100 Ah

120 Ah

140 Ah

160 Ah

180 Ah

200 Ah

220 Ah

240 Ah

260 Ah

Ist-AH pro Motor

PlanAH proMotor

Budget

IST Vorjahr


Total Productive MaintenanceAvailability of machines is essential for OTD & TAT

TPM ensures :

availabilityreduces TAT varianceallows cost reductionensures productquality


Process ImprovementsWR248 Turbine Blade Repair continuous flow production

Before After


LeadershipVSM + §12 as prerequisites for success

eVSM

There is muda in all processes !

13% VA 70% VA 71% VA 50% VA


Cost

MH per SLE & capital finance

Lean Production Building

Market Potential CFM56

012345678

2006 2007 2008 2009 2010 2011 2012

CFM

56 R

even

ue(b

n$)

Engine Flow Line CFM56Growing market ahead


Engine Flow Line CFM56Advantage for the customer

dd

Considerable shortening ofturntime

Excellent compliance withdelivery dates

Significant improvement inproductivity gives lead overcompetitors

Advantage for the customer

Modul-Shop-Assembly-

Logistics

Mar

shal

ling

Machining

-Disassembly-Engine Flow Line

-Assembly-

Modul-Shop-Disassembly-

Inspection


Logistics

Mar

shal

ling

Machining


-Assembly-


Inspection


Logistics

Mar

shal

ling

Machining


-Assembly-


Inspection


Engine Flow Line CFM56View on office building and final assembly


Agenda






Closing question


One important factor of success in a change project....

...communication!

integration of employees too late 87%

not enough transparency 86%

late, poor, imperfect and incomplete communication of objectives andcontents 81%

Success of mergers was threatened, because

Source: Emnid-Survey year 2000


Information & integration of employees

Change exhibition – info prior to start for all affected employees, gives roomfor questionsInfo-Market e.g. in entrance to canteenNewsletter – also by E-Mail, but better printedInternal NewspaperCourses and Trainings for key playersWorkshops in production und office – conviction at the very own workingplaces

ProjectExperience

The depth of information required has to be defined individually foreach level!


Clear definition of the vision.....

Guiding principles are understood aspictures of an achievable and desirablefuture stateA guiding principle is a clearly structuredvision and shows the strategy how toachieve the company‘s goalsIt also comprises relevant companyculture aspects.

Quelle: Ecke Hamburg GmbH


Create consciuosness for the necessity to changeYour middle management is the main driver....

Project

Experience

Sustainable success is only achievable by amplification of theinvolvement of the middle and lower management levels!

Willingness to change

Source: Ingenics AG, Interviews with managers in different organisations


Change (the) managementAspects of feelings and emotions

Optimum

Time

sustainable

change

Feelings &emotionallevel

Methods onfactual level

+

Project Kaizen Culture

Project

Experience

Reaching the emotional level will boost the change project and makeachievements sustainable. This will be the selflearning organisationcontinuously practising kaizen!

TOP-Managementrequired !


Human beings

are designed

for successful relationships!

Source: Joachim Bauer:Prinzip Menschlichkeit – 2006

The nucleus of all human motivation is to findand give,

interpersonal recognition,

valuation and thoughtfulness.

Change (the) managementBonding by successful relationships!


Another factor of success – corporate cultureLufthansa Technik „Wertekanon“

ProjectExperience

The corporate culture has direct influence on the duration of a changeproject and the requirement for training and information!

INITIATIVE UND VERANTWORTUNG

Kundennutzen Qualität

Leistung Erfolg

Innovation

Dialog Vertrauen

Fairness

Lufthansa Technik Wertekanon defined in 2001 by Steering Board and managingdirectors.

trust

valuationrespect


Agenda






Closing question


Closing question......

Can Lean Maintenance Methods work in

the MRO industry?

Can Lean Maintenance Methods work in

the MRO industry?

requires strong management down to the working level

requires managers to ask questions in continuousimprovement cycles rather than giving instructions „do it myway“

requires managers providing help and asking the rightquestions

Yes, but.....


Thank you for your attention!

Your open questions please!

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