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Paperless Implementat ion as anEnabler for Eff ic ient MRO OperationsNeal Reagor,Director Planning and Commercial Services - EAMS
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AG ENDA
1
2
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EAMS’ History• About EAMS• Delivery Trends• Process Flow & Paperwork• No Real Time Data or Status
What & How We Changed
• Embraer P3E• Digital Non Routines• Task Card Process Flow• Digital Status and Milestones
What We Gained
• Daily Production Status Report• Task Card Life Cycle• Reporting• On Time Performance
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Embraer Aircraft Maintenance Services Inc., a wholly-owned subsidiary of Embraer since 2002.
EAMS provides Aircraft and Component Maintenance as well as factory authorized training on the E-jet.
EAMS has 11 aircraft maintenance bays and over 400 maintenance technicians.
About EAMS
2002First Embraer MRO for Commercial Aircraft in the United States
2006Hangar 2
Built for the EJets (E170 – E195)
2012
Hangar 3Operations replaces the Paint area
2013
Hangar 4Temporary additional hangarand shop space
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2014 – 2016
• Struggling Delivery
Performance
• 3000+ Pieces of Paper
per Heavy Check
• No Real Time Visibility of
Aircraft Workflow
• Lack of Data to Make
Informed Decisions
Where We Were
On Time Delivery Performance
0%
20%
40%
60%
80%
100%
120%
On
Tim
eP
erc
ent
On Time Delivery Goal
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Where We Were
Stamps, Signatures, Dates, all Handwritten on Paper.
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Where We Were
Paperwork movements to
multiple locations at
EAMS = Lost Paperwork
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Where We Were
Large Amounts of paperwork in the Hangars
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Where We Were
Each bay would have a board of nearly 500 panels that would have to be opened and
closed during the check. They were listed alpha numerically as opposed to location.
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Where We Were
No Real Time Data
• No Live Status of Aircraft
Progression
• No Real Time Task Completion
Data
• No Standardized Aircraft Flow
• Aircraft Check’s Status was
Manually Populated
This information is confidential and property of Embraer and cannot be used or reproduced without written permission.
What & How EAMS Changed
2014 - Process
Improvement / Preparation
2015 –Automation /
Implementation
2016 / Future –
Standardized / Optimize
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Embraer P3E Steps
• Analyze Processes
• Identify Issues
• Define a Strategy
• Complete Kaizens
• Implementation
• Optimize New Process
How & What We Changed
To remove the Lav technician walked 1.8 miles5 Hours
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How and What We Changed
Understand The Current Process
• Map Processes
• Bring in the whole team
• No Idea is a bad Idea
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How and What We Changed
Paperless Non Routine Findings
• Legibility
• Date and Time Stamped Entries
• Reduced Paperwork on Floor
• Electronic Signatures
• Digital Notes
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How and What We Changed
Control of Task Cards
• Visible Task Card Movement
• Online Customer Approvals
• Increased Accountability
• Quicker Time into Work
InspectorNR Directly Entered
Into Empower Lead Bids Job &Orders Materials
Customer Approval Website
Customer Approves Task
Card
Task Card Ready to Flow and Work
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How and What We Changed
Pre Shift Work Assignments
• Work Ready for
Technicians Pre-Shift
• Grouped into Executable
Packages
• Flowed by Project
Manager to Crew to Tech
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How and What We Changed
Real Time Data and Maintenance Flow
• Live Aircraft Status
• Major and Minor Check
Milestones
• Planned vs Actual
Labor Trends
• Critical Factors Viewable
by Customer
• Real Time Task Progress
• Factual Data
This information is confidential and property of Embraer and cannot be used or reproduced without written permission.
What We Gained
“Most of the world will make decisions by either guessing
or using their gut. They will be either lucky or wrong.”
- Suhail Doshi, CEO, Mixpanel
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Data to Make Informed Decisions
Real Time Data
• Check Card and Labor Hour
Progress
• Overdue Milestones and Tasks
• Quality Indicators – Reopened,
Rejected, and Voided Task
Cards
• Non Routine Evaluation Status
• Real Time Budget Progress
• Planned vs Actual Labor
Production
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Data to Make Informed Decisions
As Is: Automated Reporting
Over Estimate: Labor Plan:
Evaluation Summary: And more…
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Data to Make Informed Decisions
Task Card Life Cycle Analysis
• Data to Improve the
Execution of Task Cards
• Identify Bottlenecks
• Increase Mechanic Hands On
Time
• Decrease Overall Check Turn
Time One Task at a Time
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Data to Make
Informed Decisions
Instant Reporting
• Available to All Departments
Based on Needs
• Other Example of Data
Trends
• Rework Trends
• Work Stoppages
• Incorrectly Classified Findings
• Audit and Tally Data
• Support Shop Resource Utilization
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Results
Paperless operations increases technician Efficiency,
which enables increases in Quality and Employee Safety.
101%101%
110%
116%120%
110%
100%
90%
80%
70%
60%
201
4Q
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4Q
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4Q
tr3
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4Q
tr4
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5Q
tr1
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5Q
tr2
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5Q
tr3
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5Q
tr4
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6Q
tr1
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Task Card Efficiency
2 3 36
8 8 9
15 15
0
10
20
30
40
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
QUALITYESCAPES
YTD: QUALITY ESCAPES VS PREVIOUS BASELINE
2 3 48 8 9 9 9
11
0Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
10
20
30
40
INJURIES
YTD: OSHA RECORDABLE INJURIES VS PREVIOUS BASELINE
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Results
EAMS – On Time Delivery Performance
64%
21%
30%
75%
93%
74%
100% 100% 100% 100%
94%
100% 100%
0%
20%
40%
60%
80%
100%
120%
Jan
-16
Feb
-16
Ma
r-16
Ap
r-16
Ma
y-1
6
Ju
n-1
6
Jul-16
Au
g-1
6
Se
p-1
6
Oc
t-16
No
v-1
6
De
c-1
6
Ja
n-1
7
Feb
-17
Ma
r-17
Ap
r-17
Ma
y-1
7
Jun
-17
Jul-17
Au
g-1
7
Se
p-1
7
Oc
t-17
OnTimePercent
On Time Delivery Goal
Going Paperless Summary
• Increase Data
• The ability to make quick and
accurate business decisions based
on factual, real time data.
• Better, More Defined Process
• Process inside the system will be
defined with little to no work
arounds.
• Increased Accountability
• The defined process will point out
new and previously unknown
bottlenecks.
This information is confidential and property of Embraer and cannot be used or reproduced without written permission.
Neal Reagor,[email protected]
