About this Presentation
This presentation details the use of theory of constraints (TOC) critical chain (CC) at Warner Robins Air Force Base in planning and managing aircraft maintenance and repair operations. The C-5 aircraft maintenance operation is described. Warner Robins won both the Edelman and Shingo Awards for its achievements. The lean 'evolution' from 2001 to 2004 is described. Even after lean they still had many issues: priority given to lead aircraft; tendency to release work ASAP; task times buffered to account for uncertainties; and many milestones with date-driven mentality. Some of the remaining challenges included: competition for equipment, tools, manpower, facilities, etc.; parts shortages; inherent variability of repair work; discovery of unanticipated work; coordinating with support organizations; etc. Critical chain was implemented in 2005 which enabled resource pool formation; supplanted cell teams, which dedicate resources to their own task; one-piece flow (major lean precept). Resource pools allow application of skills against tasks consuming the most project buffer and ensure that best interest of the entire project is the foremost consideration. The C-5 process flow is described including the details of pre-dock, doc and post-dock. An overview of critical chain buffering, pipelining and buffer management is provided. With the use of lean over five years we got the number of aircraft down to 13. In 8 months of using critical chain we went from 13 to 6 aircraft in work in process. This put five more aircraft in action instead of down for maintenance. The dollar amount impact is discussed. In the Q & A, Percell discusses CC and lean integration with the high variability in work content. CC becomes the tact time for the line. It is a correct model for MRO. It was a revelation after the fact!
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Kenneth Percell
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.