Maintenance and Engineering

Competences

Maintenance and Engineering is the business where technical complexity, regulatory compliance and business challenges meet in one spot. Airline maintenance is almost “a company inside an airline” and therefore it is different from all the other sectors of an airline

Airline maintenance is a complex domain where technical specialists work on continuous airworthiness and safety. Due to its specialised nature, there are only a few people outside the department that really understand what is happening. This barrier creates friction and resistance, often preventing an MRO to achieve its optimum performance.

Aircraft maintenance and other Maintenance Repair & Overhaul (MRO) activities are strictly regulated by EASA, FAA and other regulatory bodies. Regulations like EASA Part M, Part 145 and Part 66 are not trivial, but if applied well, you can work both safe and economical!

Airline maintenance is also strongly influencing your value proposition to the customers. On Time Performance (OTP) is a basic, not a competitive advantage. Also cost is important factor, with capital intensive material stocks, skilled technicians and expensive tooling.

Business performance management in the airline maintenance sector is essential, but far from easy. You can think of Airline Maintenance & Engineering functions like:

  • Maintenance Management (Reliability Centred Maintenance, On Time Performance, Maintenance Programs)
  • Material Management (Provisioning, Purchasing, Statistical forecasting, supply chain)
  • Performance management
  • Cost saving
  • Data analytics/Business Intelligence
  • Regulatory Compliance enhancement
  • Aircraft maintenance programs

Do you have challenges that you want to discuss in more detail? Is your topic not listed? Just contact me through the contact page and find out more

Value Added

In the end of the day there are three factors that count: less cost, more revenue and less capital employed. Payback time must be swift and results consistent.

I believe that the only reason for existence with a client is that after the engagement he must be in better shape than before the engagement: cheaper, faster, better performing. For me this means that all projects must have a proven business logic that shows the link(s) between measures and improvements, that validates the business case and provides insight into the factors of influence.

What does this mean to you?

  • Projects are value adding
  • Projects are transparent and predictable
  • Factors of influence are clear and can be managed during and after the project
  • Management and control is enhanced
  • Inventor is better managed and parts availability is improved
  • Efficiency and effectiveness are improved

Too good to be true? Do you want to discuss in more detail? Just contact me through the contact page to get the full picture!

Project Approach

I believe in working with a client. It is your organisation and you must be happy with the result. I believe in helping a client deal with the issues at hand. That means that I will look at you, question, test you and challenge you. But it also means that I listen to you, understand you and search for your true issues. Only in this way we can together explore new ways of dealing with your problem, so that you will be better and more successful at the end. Only if you are successful, I will be successful too!

Project Approach

Eager to start? Do you want to discuss in more detail? Just contact me through the contact page to start the first dialogue!

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Material Management

Material cost is always a hot issue in airline maintenance. Stock is always too high, cost should always be lower and availability is constantly under criticism. There is a better way to deal with this constant clash of interests. Statistically airlines can much more accurately determine their material need than they do in most cases. Applying common techniques like Poisson probability and Gauss probability would significantly improve material holding and availability.

Applying advanced statistics through Business Intelligence (BI) techniques and statisticalmodelling wil even rbing you to the next level of materials management

Yet this is only part f the problem. Adequate management guidance is key to take full advantage of the potential unleashed by the probability approach. Combining probability with intelligent management guidance provides a company with an optimum balance between cost, risk and benefit.

This is not an operational issue, this is a board issue. Have you already taken control over your material management exposure? If not, drop me a line! I will be happy to explore with you how to make the next level of excellence in this matter!