Streamlining operations to reduce turnaround time (TAT) for 737NG landing gear overhauls

A prominent South American carrier looked to Aviation Business Solutions to address inefficiencies and expedite turnaround times in their existing Boeing Next-Generation 737 landing gear overhaul process. Struggling with exceeding turnaround times (TAT) of 120+ days on landing gear overhauls, the airline faced the prospect of missing its own target of 90-120 days TAT. 

This shortfall not only jeopardized their operational efficiency but also raised the specter of expensive outsourcing of landing gear overhauls to meet demand. In addition, the airline hoped to become an approved Boeing Landing Gear Repair and Overhaul supplier. 

This carrier partnered with our Maintenance and Engineering practice to resolve these challenges, as well as ensure they had the following in place to be successful: 

• Incorporation of industry best practices and efficient processes 
• Clear recommendations and actionable roadmaps to surpass their turnaround targets

With expertise in airline maintenance and engineering processes, MRO best practices, and strategic consulting, our team focused on tackling the airline's challenge to optimize their landing gear overhaul processes and provide operational efficiency by: 

• Performing an off-site review of their processes, schedule, manpower, tracking procedures, capabilities, and back-shop tooling.
• Eliminating and optimizing workflows
• Identifying and minimizing part transits to multiple shops
• Recommending how to track parts throughout the program
• Analyzing each work stop to identify waste and provide recommendations
   

With a combination of analytics and subject matter expertise, Aviation Business Solutions gave our global airline customer the confidence to proceed with their Landing Gear Overhaul process optimization plan. The results were:

Eliminated unnecessary part transfer steps

Recommended a shift from a sequential methodology to a parallel process for gear disassembly/assembly

Identified the requirement for a Landing Gear Shop Chief/Program Manager

Implemented a daily maintenance meeting for the back shops to help coordinate manpower, set daily targets, and expectations for overhaul part redelivery back to the landing gear shop

Redesigned the Landing Gear Shop with three dedicated work stations, cleaning equipment, and bushing removal machines

Introduced an immersion paint-stripping process

Reassigned administration requirements to maintenance coordinators from maintenance workers with specialized skillsets