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Optimization efforts employ software applications as tracking and analysis tools. In the engine overhaul and repair business Servigistics’ niche has been parts planning.

A key component is the inventory optimization model, intended to create “cost-minimized” inventory levels based on customer commitments and service goals. The solution involves the concept of a probabilistic bill of materials (BOM). Parts usage is tracked in decimals, so you can identify whether a component has been used, say, 10 percent of the time, says Ed Wodarski, vice president of solu- tions. This effectively puts “likely non-routine” parts in the BOM, predicting future needs more accurately.

Visual inspection on a CF6-80 engine at Lufthansa T echnik.

The second half of the solution—the parts planning engine—helps managers achieve inventory targets cost-effectively. It considers such options as repair, rework and buy and looks at alternate sources of supply. The goal is to avoid purchases of material that is available through other, less expensive means. The software also uses lead times to “time phase” orders and minimize back orders. Servigistics is also looking to analyze health maintenance data for underlying patterns that could shed light on parts failures. Potentially the use of a knowledge management tool to interrogate a database can reveal causal factors that are not immediately obvious.

Inspection of the harnesses of a V2500 engine at Lufthansa T


enforce first-in first-out (FIFO) and helps to identify and manage WIP in the line.

Classic Challenges Turbomeca UK is taking on maintenance of the Arriel 2 engine family, in addition to the Arriel 1, as its former product, the Astazou engine, is no longer supported. The new assignment opened an opportunity to redesign the flow of the Arriel 1 and 2 products, providing the classic Lean challenge of optimizing work on related products

“The task…was to identify variances between the Arriel 1 and 2 and plan a layout that would optimize both people and product movement,” says Carla Warnes, UK continuous improvement manager. The products are segregated within the same workflow through color-coding.

The plan involves building various modules in parallel and then merging them together on the Kanban rack. The Kanbans control the flow of work, as an empty one signals a process to build and refill it. The module build takes place within easy reach of fixtures such as the balance machines and flow rig. The engine then moves to the test cells and, if the customer sent individual

28 Aviation Maintenance | | June / July 2012

The scheduling system at Standar a part to the next step in or


o looks at downstr

eam capacity befor outing e r der to smooth out potential bottlenecks.

modules, these are disassembled before the final products are finished for delivery.

The new setup is expected to reduce the travel time and distance

required for the combined product flow by between 13 and 22 percent, compared with the baseline Arriel 1 flow.


Pratt & Whitney’s Global Service Partners calls its optimization flavor ACE—Achieving Competitive Excellence (ACE)—a blend of Lean, quality and other tools. As an ACE success story, the unit cites its addition of F117 engine overhaul capability last year to its engine center in Georgia more quickly than originally anticipated and under budget.

The Columbus Engine Center integrated F117 overhaul capability without impacting existing customer engine overhaul commitments. As part of the project, the entire production floor was sequentially laid out and tested to achieve the most efficient process flow. While the original plan called for an additional F117 test facility, the team was able to modify the existing test cell to accommodate the product. This reduced projected cost and lead time by 69 percent and 90 percent, respectively. AM


Lufthansa Technik

Lufthansa Technik

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