E&M in action
Airframe Operational Improvement Plan
We have been working on the Airframe Operational Improvement Plan since May. We can now look back on the past period with pride. Several colleagues within Airframe came up with initiatives and worked hard to shape and implement the plan. All the initiatives aim to improve our performance and create a working environment that everyone can be proud of and enjoys working in.
Cooperation has improved markedly and contributed towards achieving success on several fronts. Our performance is beginning to reflect this. We achieved vastly improved performance, reducing our DD figures shortly to below 600. We also passed a milestone achieving record performance on time of the A Check at Wide Body in Hangar 11. Celebrating reduced DD figures In the previous edition of Scope we highlighted the success of the DD-reduction initiative. On 4 July, the number of deferred defects (DDs) fell below 600 for the first time since the initiative was launched in February. A milestone we celebrated with the entire Airframe team, enjoying an Indonesian rice table with all 1,300 colleagues. Close cooperation is at the heart of our success. Our thanks goes out to all our colleagues. We are incredibly proud that we have achieved this together.
Meanwhile, we continue to focus on bringing the number of DDs to 600 on average. This approach is therefore not temporary. We continue to work hard at keeping the numbers down structurally.
Record performance at Wide Body in Hangar 11 We continue to achieve record performance at Wide Body in Hangar 11. On 25 July, for example, Wide Body-A delivered a series of twelve A Checks on time. At Wide Body-A, this marked the longest consecutive series this year. Numerous operational and supporting colleagues contributed to this achievement. Once again, we can be proud of the fact that we succeeded.
We were able to achieve this by focusing on on time performance (OTP). Although we had fewer critical findings, we’ve been hard at work improving our processes in recent months. I’d like to extend my compliments to everyone who worked to make this achievement possible. The next wave We’re currently rounding off the first period of the Airframe Operational Improvement Plan, but there are still improvements left and we need to secure these. Meanwhile, we are preparing for the next period. Each period of the improvement plan is referred to as a “Wave”. During the final phase of each Wave, we evaluate the past period. In so doing, we prepare for the next Wave. In this case, we’re heading for Wave 2, which kicks off at the start of September.
During Wave 2, we will continue to work locally in Hangar 11, as well as more broadly on our existing workflows. There are five workflows in Hangar 11: Planning, Material, Managing Daily Operations, KLM Interface and Mindset & Capabilities. In broad terms, this comprises the “DD Sweep Team”, “Optimising Internal Logistics” and “Planning Effectiveness”. So within these workflows, we will continue to optimise existing initiatives and implement new ones throughout the improvement plan rollout.
And we’ll be expanding. In addition to Hangar 11, we will also start work locally in Hangar 14. And more broadly, we’ll be expanding with the *”Component Availability” and “Integrated Operational Control” workflows. In the next edition of E&M Scope, we’ll be taking a closer look at Wave 2 and looking back at Wave 1. More information Would you like to read about the progress of the second staffed material dispensing point pilot and the inspirational visit to Trivium? If so, take a look at the check from July. If you have any questions about the improvement plan or if you’d like more information, please send an email to Hans Luijendijk at winroomairframe@klm.com.
*During Wave 1, we worked on the “Optimising SMEs” workflow. On reflection, we found that the scope of this workflow needed to be broadened. We did just that and subsequently created the “Component Availability” workflow. We will build on the adjusted workflow in Wave 2.
