Lean Maintenance Methods at Lufthansa TechnikbyBjörn KohrsLufthansa Technik
Musterpräsentation derLufthansa Technik HAM WT
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 2
Agenda
Lufthansa Technik – at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 3
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 4
Lufthansa – excellence in aviation
Aviation Group
The Lufthansa Aviation Group is one ofthe world’s leading air transportcorporations.
It comprises more than 400subsidiaries and affiliates, active inbusiness segments includingpassenger business, logistics, repairand overhaul, catering and IT services.
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 5
About 25.000 employees worldwideOver 4.7 billion Euros in sales*More than 580 customers worldwideMore than 450 jetliners entered in its Total Technical Support TTS®
program, more than 1,400 aircraft under exclusive contracts
Key facts about Lufthansa Technik Group
*Lufthansa Technik and all companies of Lufthansa Technik Group.
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 6
Six Product Divisions will offer:competent service and supportaround the clock and around the world
AircraftMaintenance
Services
AircraftComponent
Services
EngineServices
Aircraft BaseMaintenance
VIP &Executive Jet
Solutions
Landing GearServices
Product Divisions of the Lufthansa Technik Group
EASA FAA
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 7
Lufthansa Technik Engine ServicesOrganization
ComponentServices
AircraftOverhaul
EngineServices
AircraftMaintenance
VIP &Executive Jet
Solutions
Engine Service
Repair andOverhaul of
Commercial JetEngines
APU
Repair andOverhaul of
Auxiliary PowerUnits
Engine Parts Repair
Engine Parts andAccessories
Repair
Engine Lease
Spare EngineCoverage
Landing GearServices
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 8
Lufthansa Technik Engine ServicesKey facts
• 33 supported engine and APU types
Turnover: • More than 1,4 billion € in 2007
Workforce: • More than 4,000 employees worldwide• approx. 2,000 in Hamburg
Global network: • 11 facilities around the world• 40 % workload from LH Group• 60 % workload from more than150 customers worldwide
Facilities: • 8 test cells with up to 84,000 lbsthrust capacity
• All facilities meet highest EUenvironmental standards
Product range:
We are the leading international independent provideroffering engine repair & overhaul.
AMSAMS
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 9
These customers already benefit from usSome of more than 150 satisfied engine & APU customers worldwide
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 10
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 11
„ We always did it this way......!“
Chaos ante portas …...change before you have to!
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 12
Always trying thesame method andto expect different
results …
....is probably just a synomym forinsanity!
Chaos ante portas …...change before you have to!
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 13
Market conditions for german company‘s.....stormy weather!
skepticism concerning the big coalition
only timid political reforms
hope for economical growth
crisis in the finance sector
high euro / dollar rate
still high rate of unemployment
global competition (go east....)
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 14
Taking the next step towards excellence
Costreduction
Quality
Reliability
TAT
Customer
value
“Me too“
Best valuefor money
Best qualityin town
Winning thecost saving
award
Scrapavoidancerepair dev.
PMA,surplus
automati-
sation
EDP Tools
QM
What can bethe next
step?Processoptim.
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 15
Upgrade to Industry Leadership!
Reaching the next performance level requiresa holistic approach of
optimizing the entire production system.
Technology Managementsystem
Employees
Processes
Main modules of a Production systemImplementation of Lean inProduction and Administration
„Create the perfect value stream.“
with the aim to use ressources efficiently,
to fulfil the customer‘s expectations and
to sustainable increase the company‘s competitiveness.
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 16
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 17
The genesis of Lean – Toyota Production SystemToyota’s Prediction in 1991
We get brilliant results fromaverage people managingand improving brilliantprocesses. Our competitorsget mediocre results frombrilliant people managingaround broken processes.
When they get in trouble,they try to hire even morebrilliant people.
We’re going to win…
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 18
The Kaizen-Approach
KAIZEN |1KAIZEN |1
Verbesserungs -Vorschlagswesen
(Lufthansa Impulse)
Verbesserungs -Vorschlagswesen
(Lufthansa Impulse)
Continuous ImprovementProcess
Continuous ImprovementProcess
|1 Kaizen is japanese and has themeaning of „change to the better“ =improvement
…….
…….5S5S
Expert-CIPEmployee-CIP
Production & Suppliers
Organisation & Administration
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 19
CIP – focus
5S - focus
Establish order, tidiness and ensurestandards.
SortStraightenShineStandardizeSustain
Establish order, tidiness and ensurestandards.
SortStraightenShineStandardizeSustain
Accomplishimprovements anddefine new standardsfor:
Working processWorking systemWorking environmentSafety
Accomplishimprovements anddefine new standardsfor:
Working processWorking systemWorking environmentSafety
The CIP Cycle
Quelle Bild: Daimler Chrysler Produktionssystem MPS
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 20
Lean Production Basics
Waste
Additionalneededwork
AddedValue
Value adding
All actions that increase the productsvalue (the customer is willing ot paymore for it after accomplishment)
Waste
All actions that do not
change the product
Waiting…
Transportation…
Searching…
Moving…
Unnecessary workon the product
…Additional needed work
Non value adding but necessary activities(e.g. rigging a tool for machining)
Focus:
It is the intention of Lean toincrease the share of the valueadding activities by continuousimprovements and sustainablereduction of waste and non valueadding activities.
Employees
Activities
Quelle: McKinsey
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 21
Reduce waste (muda) by....
• e.g. Best Practices
• „Do you alreadywork or are you stillsetting up yourmachine?“
• Poka Yoke – built in failureproof
• Little‘s law.....reduction ofproduction lots reducesturntime
• Physically interlockedworkstations in a process orientedway
• see what is happeninginstead of looking into EDPsystems
• tidyness reduces search times
• preventive maintenanceincreases reliability ofmachines
“…use of Lean Tools”
• Just in time deliveries
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 22
Motortypen-Ingenieure
HAM WP 1/MHr. Rehmet
T/VOa
EngineeringTriebwerk
HAM WT 3Hr. Seitz
HAM TC, 01.01.2007
Lufthansa Technik AG (LHT)Triebwerke
Teile-Reparatur
HAM WRHr. Tabbert
Controlling
HAM WR 10Hr. Ule
Vertrieb EPAR &Geschäftsenwicklung
HAM WR 1Hr. Albrecht
Logistik Support& Einkauf
HAM WR 11N.N.
Reparatur-entwicklung
HAM WR 12N.N.
Brennkammer& Gearbox
HAM WR 22Hr. Lender
Turbinen-schaufeln
HAM WR 24Hr. Schmidtke
Kompressor-schaufeln
HAM WR 25Hr. Thomsen
TRW-Rohrwerkstatt
SXF WR 38Hr. Rademacher
PD Controlling
HAM WT 1/CHr. Brüggmann
PD Produkt-management
HAM WT 1/PHr. Langko
Kaufm. LeitungPD & IT
HAM WT 1Hr. Adria
PD Informations-systeme
HAM WT 1/IHr. Kolochowski
PD Geschäfts-feldentwicklung
HAM WT 1/EHr. Sliwa
TRW-Prüfstände HAM
HAM WP 92Hr. Matthies
MainbaseFrankfurt
FRA WP 8Dr. Zöller
Service Center
HAM WP 7Dr. Petersen
Reparatur-prozesse
HAM WP 7/SH. Müller
Triebwerks-überholungHAM WPHr. Mörig
GEÜberholungHAM WP 2
Hr. Boettcher
CFM 56ÜberholungHAM WP 3
Hr. Pawelczak
Ereignisleitung
HAM WP 22 - 27Hentschel, Zabel,
Heck, Tons
Ereignisleitung
HAM WP 32 - 35Richter, Dr. Uhlig,
Latze, Schlag
Triebwerke
HAM WTDr. Andrich
Qualitätssicherung& Training
HAM WT/QHr. Harling
PrüfständeMaterialservice
FRA WP 82N.N.
Produktion
FRA WP 83Hr. Hollerbach
Kundendienst /Vertrieb EPAR
HAM WR 14Hr. Prehn
Geschäfts-entwicklung
HAM WR 13Hr. Rohrmoser
Triebwerksteile
HAM WR 2Hr. Malina
Triebwerk Lease
HAM WT 4Dr. Grotowsky
APU
HAM WT 54Hr. Gosau
Reserve-MotorenManagement
HAM WT 4/RHr. Burmester
TriebwerkAccessoriesHAM WR 3
Hr. Alff
Kfm. Dienste /Kundenbetreuung &
VertriebHAM WP 1
N.N.
BU Controlling
HAM WP 10Hr. Werner
Einkauf / Material /Fremdvergabe
Mgmt.HAM WP 11
Hr. Havenstein
Rechnungs-wesen
HAM WP 12Fr. Clemens
Key AccountLufthansa Gruppe
HAM WP 1/LHr. Ahrens
Kundendienst /Vertrieb
Amerika/AfrikaHAM WP 1/A
Hr. Walter
Kundendienst /Vertrieb Nahost /VIP / Osteuropa
HAM WP 1/NHr. Rahmlow
Kundendienst /Vertrieb
Asien / Pazifik
HAM WP 1/FHr. Haberkamp
Kundendienst /Vertrieb
Westeuropa
HAM WP 1/EMotschenbacher
Kit-Service WT
HAM WP 38Hr. Melisses
TRW-Endaufrüstung
HAM WP 92Hr. Kiesler
PW4000 / V2500ÜberholungHAM WP 4
Hr. Kohl
Ereignisleiter
HAM WP 43 - 45Bauer, Magunna
Bammel
Routine-prozesse
HAM WP 7/RN.N.
Team/ Sonderaufgabe
Segment-management
HAM WP/SHr. Schlüter
PPS-Prozeß-zentrale
HAM WP/PPSHr. Karras
Qualitäts- &Prozessmanagement
Engine Services
HAM WT/PHr. Tilgner
WR2 Airfoil Shops(~250 employees)
Implementation phases of Lean
Description
WR1 Administration(~50 employees)
WP3 CFM56(~350 employees)
Lighthouses(~350 employees)
Lean Roll out(~850 employees)
2005 2006 2007 2008
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 23
Typical Milestone-Plan for Implementation of Lean Basics
Start
Qualification
Umsetzung
April 2007 Mai 2007
Goals
TimelineKaizen Trainer(7 Tage)
5S Qualifikation for all employees(4h)
Communication of vision inmanagement cascade(2h)
supervisor training in leancommunication skills(3 days)
Juni 2007
5S-Workshops
Standardisation
Introduction of Kaizen& KPI Boards
Establishment ofregularcommunication
Oktober 2007
End
….
Review
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 24
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 25
Dozens of workshops performed
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 26
Footpath
Workplace
Clarification zone
Visual Marking Standard
Delivery zone
Waste
Dangerous area
Work in process
Make it sustainable5S Audits and Standards
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 27
xxx(responsible supervisor)
(responsible foremen)
New cards(opportunitiesor problems) Responsibility
assigned
completed(rejected or
realized) Results of 5Saudits
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 28
Kaizen cards: Examples
implemented: 74in progress: 10
rejected: 1743
39
127
05
1015202530354045
amount of Kaizencards
Type of improvement
Types of improvements
improvement of w orkplace
Elimination of irregularities /production problemscost reduction
TAT
110 Kaizen cards from staff of 150 within 6 months - 85% worth to be implemented.
Safety & health:Improve noise & dust protection
Safety & health:Provide rubber mat for damping
Quality, zero defect:Improve transport devices
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 29
What problems to adress first?
Few big issues...
...some largerones...
...but verymany small
issues!
com
plex
ity
time
need
edfo
rrea
lisat
ion
Focus on these topics:-easy to fix
-allow for quickimprovements
-bring momentum
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 30
Visualisation of division targets
Targets for entire product division are defined and published in everydepartmentDepartments specify these targets for their processes and visualizethem in KPIs
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 31
Key Performance Indicators (KPI) in Lean Production
KPI-Boards complement the Kaizen BoardsRelevant processes (turntime, cost, M/H) are shown with actual /planned / target figuresAn index for customer delivery performance and customer satisfactionis always included
Date i:Erstelle r:Erstellt : 2007-03-08Version:
Jan Feb Mrz Apr Mai Jun Jul Aug Sep Okt Nov Dez avg242,1 254,0 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 247,3204,0 192,7 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 199,1
13 10 #NV #NV #NV #NV #NV #NV #NV #NV #NV #NV 23Anzahl Motore
Kennzahl:
ENGINE-DEMO Ah 2007-03-08Verantwortlicher:
Neumann
WP3 Lean Ah & TAT 2007.02Neumann Kennzahlen LHT WP310 2007Gedruckt: 07.06.01
Maßnahme 1Maßnahme 2
Status: A
Bereich:
WP310
PlanAH pro Motor
Die pro Motor durchschnittlich aufgewendeten Stunden werden den Planstunden gegenübergestellt.
Ist-AH pro Motor
Stand:
0 Ah
20 Ah
40 Ah
60 Ah
80 Ah
100 Ah
120 Ah
140 Ah
160 Ah
180 Ah
200 Ah
220 Ah
240 Ah
260 Ah
Ist-AH pro Motor
PlanAH proMotor
Budget
IST Vorjahr
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 32
Total Productive MaintenanceAvailability of machines is essential for OTD & TAT
TPM ensures :
availabilityreduces TAT varianceallows cost reductionensures productquality
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 33
Process ImprovementsWR248 Turbine Blade Repair continuous flow production
Before After
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 34
LeadershipVSM + §12 as prerequisites for success
eVSM
There is muda in all processes !
13% VA 70% VA 71% VA 50% VA
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 35
Cost
MH per SLE & capital finance
Lean Production Building
Market Potential CFM56
012345678
2006 2007 2008 2009 2010 2011 2012
CFM
56 R
even
ue(b
n$)
Engine Flow Line CFM56Growing market ahead
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 37
Engine Flow Line CFM56Advantage for the customer
dd
Considerable shortening ofturntime
Excellent compliance withdelivery dates
Significant improvement inproductivity gives lead overcompetitors
Advantage for the customer
Modul-Shop-Assembly-
Logistics
Mar
shal
ling
Machining
-Disassembly-Engine Flow Line
-Assembly-
Modul-Shop-Disassembly-
Inspection
Modul-Shop-Assembly-
Logistics
Mar
shal
ling
Machining
-Disassembly-Engine Flow Line
-Assembly-
Modul-Shop-Disassembly-
Inspection
Modul-Shop-Assembly-
Logistics
Mar
shal
ling
Machining
-Disassembly-Engine Flow Line
-Assembly-
Modul-Shop-Disassembly-
Inspection
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 38
Engine Flow Line CFM56View on office building and final assembly
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 39
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 40
One important factor of success in a change project....
...communication!
integration of employees too late 87%
not enough transparency 86%
late, poor, imperfect and incomplete communication of objectives andcontents 81%
Success of mergers was threatened, because
Source: Emnid-Survey year 2000
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 41
Information & integration of employees
Change exhibition – info prior to start for all affected employees, gives roomfor questionsInfo-Market e.g. in entrance to canteenNewsletter – also by E-Mail, but better printedInternal NewspaperCourses and Trainings for key playersWorkshops in production und office – conviction at the very own workingplaces
ProjectExperience
The depth of information required has to be defined individually foreach level!
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 42
Clear definition of the vision.....
Guiding principles are understood aspictures of an achievable and desirablefuture stateA guiding principle is a clearly structuredvision and shows the strategy how toachieve the company‘s goalsIt also comprises relevant companyculture aspects.
Quelle: Ecke Hamburg GmbH
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 43
Create consciuosness for the necessity to changeYour middle management is the main driver....
Project
Experience
Sustainable success is only achievable by amplification of theinvolvement of the middle and lower management levels!
Willingness to change
Source: Ingenics AG, Interviews with managers in different organisations
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 44
Change (the) managementAspects of feelings and emotions
Optimum
Time
sustainable
change
Feelings &emotionallevel
Methods onfactual level
+
Project Kaizen Culture
Project
Experience
Reaching the emotional level will boost the change project and makeachievements sustainable. This will be the selflearning organisationcontinuously practising kaizen!
TOP-Managementrequired !
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 45
Human beings
are designed
for successful relationships!
Source: Joachim Bauer:Prinzip Menschlichkeit – 2006
The nucleus of all human motivation is to findand give,
interpersonal recognition,
valuation and thoughtfulness.
Change (the) managementBonding by successful relationships!
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 46
Another factor of success – corporate cultureLufthansa Technik „Wertekanon“
ProjectExperience
The corporate culture has direct influence on the duration of a changeproject and the requirement for training and information!
INITIATIVE UND VERANTWORTUNG
Kundennutzen Qualität
Leistung Erfolg
Innovation
Dialog Vertrauen
Fairness
Lufthansa Technik Wertekanon defined in 2001 by Steering Board and managingdirectors.
trust
valuationrespect
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 47
Agenda
Lufthansa Technik at a glance
Going Lean – a strategic decision
Our roadmap to Lean – a story of small steps
Lean maintenance – a few examples of how we do it
Change management – the challenge in lean transformations
Closing question
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 48
Closing question......
Can Lean Maintenance Methods work in
the MRO industry?
Can Lean Maintenance Methods work in
the MRO industry?
requires strong management down to the working level
requires managers to ask questions in continuousimprovement cycles rather than giving instructions „do it myway“
requires managers providing help and asking the rightquestions
Yes, but.....
Lean Maintenance Methods at Lufthansa Technik, February 28th, 2008HAM WT/KVP, Björn KohrsLean Maintenance at Lufthansa Technik.pptSeite 49
Thank you for your attention!
Your open questions please!