Introduction of the 787 Dreamlinerat KLM Engineering & Maintenance

Flip MartensDirectorLean Six Sigma & Innovation

Case study on the application of HRO principles

Amersfoort4 oktober 2017

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Introduction 787 Dreamliner @ KLM

• First Delivery to KLM November 2015

• Configuration 787-9 (264M / 30C)

• Currently in Service 10 aircraft

• Orderbook 5 787-9, 8 787-10

• Average Daily Utilization 15.7 hours

• Schedule Reliability (15 min) 99.5%

KLM Engineering & Maintenance

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• 4,500 FTE• EUR 1.6B annual revenues• Total Maintenance Services for KLM fleet• Airframe, Component, Engine Maintenance for Other Airlines• Wordwide presence together with Air France Industries

Entry into Service (EIS) process

• Process with 5 service readiness levels

• EIS team cross functional

• Simple cockpit (green/yellow/red)

• Boeing (OEM), GE (engine OEM) are team members and co-owner of the challenge

• Sprint early (i.e. 36 months before first delivery)

• It’s not the technology !!

• 4M approach (checklist and communication)

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Preoccupation with failures

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Reluctance to Simplify

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• Sprint early (i.e. 36 months before first delivery)– It’s a change not a project

– It’s not (only) about technology – your processes will be impacted

– Build in milestones to prevent loss of focus

– Management buy-in & active involvement is key

– Don’t forget your stakeholders

• Stick to the plan– Or loss of focus will occur

• 4M approach (checklist and communication)– Makes your job to communicate much easier

Sensitivity to Operations

• We are a Maintenance company but we think airline operations

• Make sure people are comfortable with the challenge

• Do not push for time

• Establish your dedicated team of “pioneers”

• Train and learn (from others)

• Start slow and see how you can pick up the pace

• 4M always leading

• Is the plan feasible ?

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Commitment to Resilience

• Completion = percentage of flights performed versus flights scheduled = 99.9%

• Standby aircraft, standby crew

• Allow time for maintenance not only scheduled but also buffer time for unexpected events

• … but managing the unexpected still a challenge

• Feasibility of timetable “robustness check”

• With all service providers to the airline

• Continuous improvement of aircraft reliability

• Ongoing program with Boeing and OEM’s

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Deference to Expertise

• Mechanics, engineers are trained and certified to a minimum standard (= legal minimum plus KLM requirements)

• Boeing and GE have expert support teams assigned to Amsterdam for the initial 3 months of operation

• Strong E&M business relation with Boeing, GE and UTAS (main 787 system provider)

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Closure