QANTAS ENGINEERING CHANGE JOURNEY - MANAGER CONTINUOUS IMPROVEMENT HEAVY MAINTENANCE VICTORIA PATRICK MCFEENEY
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Qantas Engineering
Change Journey
Manager Continuous Improvement
Heavy Maintenance Victoria
Patrick McFeeney
Qantas Engineering Footprint
He avy Maintenance
Engines
• Widebody lines - 767/A330 capability
• Rolls-Royce powerplant
Line Maintenance
Line Maintenance
530 People
Components
Enginee ring
Mate rial & Logistics
3830 people
BNE
He avy Maintenance
Line stations:
• Narrowbody - 737
ADL BKS S YD Australia – Sydney,
Line Maintenance
M elbourne,
Components (including APU) Brisbane, Adelaide,
Mate rial & Logistics Perth, Canberra,
AVV MEL
Line Maintenance Enginee ring Cairns
• 2 hangars 1390 people International – Los
90 people He avy Maintenance -------------------------------------------------- Angeles, Heathrow,
--- Bangkok,
• Widebody lines - 747
Engines Singapore,
860 people Honolulu
• GE CF6, CFM56 powerplants
1
The Global Airline Industry
- The challenges we face
There still continues to be a number of factors in which
Qantas has no control and they significantly impact the
industry in which we compete:
• Fluctuating fuel prices
• Increased security measures
• Emergence of low cost start-ups
• Changing customer needs
• Open skies
• Technology changes
• New aircraft models
• Increased regulatory demands
• Mergers and alliances
2
Drivers of Change
- What this means for Qantas Engineering
Qantas Group Strategy
Segment business
Improve efficiencies and
reduce costs
Future State
Current State Capable stand alone business
Costs above market Robust Commercial skills
QE Strategy
Lack of commercial skills Delivering market pricing
Able to build on technical
excellence and safety
MRO Industry
Economies of scale
Outsourcing
3
The First Steps
- What needs to change
We started with leadership and it has been the context that
underpins our change
The identification stage was a pivotal moment
of realisation
It was the “Light Bulb” that change needed to
be role modelled by the top team
Development of new operating style,
behaviours, language and metaphors
Critical need to build effective partnerships
within and outside the business
Focus on task, team & individual
Multiple application tools
Leadership/Team Building Challenge
Protocols - Behaviours
4
A pre-requisite for fundamental change is
letting go of the past and present ...
Neutral Zone
Chaotic Focused
Letting Go Recommitment
Reorganisation
Ending New Beginning
Sense of Loss
Sense of Gain
5
Managing people through significant change
Employees will experience a wealth of different emotions
ANNOUNCEMENT
Shock
Will I be affected
by the change? Denial Building
Anger
What does the
change mean for Bargaining Renewal
me? What is the
direction of
Anxiety Re-engagement the business?
What options are De-motivation Where do I fit in
available to me? the transformed
organisation?
6
The Strategy Map has driven the Strategic
Communications agenda
7
Business Improvement Strategy Summary
People & Leadership
Customer & Commercial Phase 1 – Phase 2 – Future State –
Safety
Lean Sigma Gain Control Lean Deployment Continuous Improvement
Quality
Cost People & Leadership
Delivery Customer & Commercial
Safety Safety
Lean Sigma
Quality People & Leadership
Current Cost Customer & Commercial
Delivery
State Safety
Safety
Lean Sigma
Quality People & Leadership
Cost Customer & Commercial
Delivery Safety
Safety Lean Sigma
Quality
Cost
Delivery
Safety
8
Blue Sky – Key Influencing Factors
9Arsenal (suite of tools)
A
A vision
vision to
to become
become the
the
A
Australasian
ustralasian Component
Component 1.
6.
6. Heavily
Heavily data
data driven
driven with
with a
a focus
focus 1. Safe
Safety
ty in
in the
the air
air begins
begins
Maintenance
Maintenance Services
Services with
on
on consistency
consistency and
and simplicity.
simplicity. with safe
safety
ty on
on the
the ground.
ground.
Centre of Choice
Centre of Choice
5.
5. Consiste
Consistentnt way
way toto
approach
approach proje
project
ct Lean
Lean Sigma
Sigma 2.
2. Re
Recognising
cognising that
that
manageme
management nt that
that engages
engages transactional
transactional change
change and
and
B-Safe
B-Safe
all
all stake
stakeholde
holders
rs people
people change
change do
do not
not
Process
Process always
always occur
occur at
at the
the same
same
Improvement Safet
Safetyyprogr
programs
ams
Improvement time
time
Cap
Cap 88 Strategy
Strategy
4.
4. Drives
Drives business
business sk skills
ills to
to Centres
Centres of
of Map
Map
the
the front
front line.
line. De
Decisions
cisions Consistent
Consistent Excellence
Excellence
Project
Project Communication
made
made at at the
the most
most effe
effective
ctive Communication
Managem
Managementent
le
level.
vel. Provides
Provides 3.
3. Unde
Understanding
rstanding thethe
opportunitie
opportunitiess to to identify
identify diffe
differe
rence
nce in
in teams
teams
team
team strengths
strengths and and MDWT
MDWT dynamics
dynamics and and working
working
we
weakne
aknesses
sses and
and targe
targett with
with the
theirir stre
strengths
ngths to to
the
thesese areas
areas for
for optimum
optimum Unleash he
helplp them
them be bette
tterr
Unleash the
thefull
full
pe
performance
rformance potential
potentialofof our
our Amazing function
function as as a
a team
team
people
people People
1
0Standardised Work,
Work Sequence Boards (Yamazumi)
•Visual plan for checks
•Real time status
•Provides ownership of process to crews
•Approximate 100% on time delivery since implementation
1
14 pillars of our Business :
Lean Sigma
• Lean Initiatives
- Improving Productivity
- Reducing Waste!
1
2Problems and Countermeasures
• Reporting Problems
• Immediate Containment
• Taking Ownership
• Long Term Solution
• Problems Permanently Solved
1
3PPS
No:_________
Practical Problem Solving Worksheet
Team Leader: Direct Cause:
Member 1: Member 2: Enviro Materials Method
Member 3: Member 4:
Problem
Problem Definition:
Time Man Machine
Root Cause:
Point of Cause: 1. Why: 4. Why:
1. Because: 4. Because:
2. Why: 5: Why:
Insert Point of Cause Detail 2.
3.
Because:
Why:
5. Because:
3. Because:
Containment Action: Countermeasure:
Countermeas ures Impact S Q C D Ok/Ng
When Implemented:
A
Where is it: B
Who Responsible: C
D
Confirmation Frequency: E
1
Key OK POT NG
4
XAvalon Workshops
1
5Qantas Engineering Program Office
Strategy Translation Benefits Realisation Prioritisation
Recommendations and Prioritisation Governance development
Resource Recommendation Risk M itigation
Portfolio Portfolio M anagement (cross segment) Portfolio Reporting
Programme M anagement Tool Development
Cross Functional management Leadership coaching
Benefit Realisation Communication
Relationship M anagement Prioritisation
Coaching and M entoring Reporting and Tracking
Consulting Services Financial Procedures and Governance
Programme
M ethodology Development Health Check/ Audits Risk M anagement
Tool and Process Development Rapid Response Fix team Financial Procedures
and Governance
M entoring and Coaching BU Prioritisation
Training and Eduction Outcome behaviour drive
Project Infrastructure Development Stakeholder M anagement
KPI development Change M anagement 1
6Getting Lean
•If you are going uphill and taking one step at a time, You
are headed in the right direction.
•Employee involvement is the foundation
•All that we have to do to become world class can not be
accomplished from the bottom up: it has to start from the
top down.
•If your not simple you cannot be fast, and if you aren’t
fast, you can’t win
•Metrics must be few,simple,meaningful and directly
linked to the visual targets in the workplace.
1
7People are the key to World class,
Not Technology
“You should submit wisdom to the company.
If you don’t have any wisdom to contribute,
submit sweat.
If nothing else, work hard and don’t sleep. Or
resign.”
Taiichi Ohno 1
8Wrap-Up
Questions.
1
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