Improving performance and service.
Reducing operating costs and better managing of estimated hours.
Managing cycle times and project schedules related to the delivery of aircraft.
Creating a competitive advantage and securing their future in a competitive market place.
Exceeding customer expectations in all areas.
Having the ability to sustain the improvements while their business continued to grow.
On production work tickets, the employees did not understand key information needed to complete the work tickets.
Employees did not know the purpose of the work they were performing (i.e., employees could not indicate the reasons for deburring parts or the associated expectations).
Work procedures and practices performed by the employees were different from the ones expected by management.
Supervisors were having difficulty correcting procedures because they were not clear on the required and acceptable procedures.
Employees were unable to locate basic information on drawings and plans.
There was no overall coordination of the activities between the various trades and departments on the aircraft as many employees waited for each other when assigned a task.
Once an aircraft was moved into a hangar, the employees were not sure what needed to be done, and they waited to start working due to a lack of preparation and management expectations.
Excessive levels of rework in the upholstery department were due to working on the wrong models at the wrong times.
In avionics there were errors in the diagrams for the circuits from Engineering.
In sheet metal employees were waiting for inspections before they could continue.
In stores ineffective inventory control and procedures existed to track on-hand and required parts.
The perception of the Supervisors was that the Lead Hands and the employees knew what to do and their role was only to answer technical questions.
Supervisors were passive on-the-floor (i.e. they toured their areas and observed the activities rather than interacting with their employees).
Supervisors generally let the level of work activity follow its course, leaving it to the employees to manage the process themselves.
Hover over graphs for more information
Some significant results obtained by our Client included:
Improved communication – both within and across departments
Increased the level of pro-active supervisory behaviors from 3% to 45% by focusing on regular, structured follow-up tours, and timely communication and feedback with all personnel by the Supervisors.
30% improvement in the ratio of billable hours versus total hours worked.
25% reduction of the overrun hours through improved labor productivity and shop floor scheduling.
The overall plant scrap rate has fallen from 5.60% of parts produced to 3.50%.
32% improvement in the overall labor productivity metrics.
100% improvement in schedule attainment.
20% reduction in SNAGS
Improvement in Supervisory Activities
Aerospace Assembly Work Time
Avionics Hours Worked
Aerospace Assembly Billable Hours Versus Worked Hours Avionics Area
Upholstery Hours Worked
Aerospace Assembly Billable Hours Versus Worked Hours Upholstery Area
Aerospace Assembly Savings
Long Term Work Continuation
A Client Coordinator was trained and certified during the PVA engagement.
A quarterly audit program of the new Management Operating System was developed for the Coordinator.
PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.