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Upgrade and Reconfiguration

Upgrade and Reconfiguration. ATC Lasham. Intro to ATC. Film Clip. About ATC. ATC provides scheduled and unscheduled heavy maintenance for the Boeing and Airbus families of aircraft. With10 bays across our two sites at Lasham and Southend . New Engine facility at Hounslow.

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Upgrade and Reconfiguration

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  1. Upgrade and Reconfiguration ATC Lasham www.peralconsultng.co.uk

  2. Intro to ATC • Film Clip www.peralconsultng.co.uk

  3. About ATC • ATC provides scheduled and unscheduled heavy maintenance for the Boeing and Airbus families of aircraft. With10 bays across our two sites at Lasham and Southend. • New Engine facility at Hounslow. • Were using M3 7.1 • 150 Users • PC based system for recording engineers time • Printing and photocopying task card packs to issue • Pre-printed stationary for Non Routine Cards www.peralconsultng.co.uk

  4. Prior to Upgrade • Modifications • Only processing materials • No use of Learning Accelerator • Very limited training of staff www.peralconsultng.co.uk

  5. Why Upgrade • Unable to load fixes – had to pay Infor • Re-launch M3 • Business Ownership • Everything was M3’s fault • Hangar involvement • Future Support • Rising list of issues • Replace pc based hours recording system • Smart Office • Increase M3 Foot print – Hours and Planning • Better to do in latest version of M3 www.peralconsultng.co.uk

  6. User Group • Reference Visit • Canada • Kelowna Flightcraft - using M3 for time and materials recording • User sub Group • Meeting in Sweden • Several Aviation Group customers • Understand common enhancements • Open and informative discussion with Infor Product Development www.peralconsultng.co.uk

  7. Project Structure Steering Committee Monthly Dashboard RAID + Progress & Budget Project Manager Jeffery Legg Group IT/IS Manager Ian Jones Infor PM Fergus Cross KPIT Jayesh Menon Process Owners Consultant Joe Walker Monthly Newsletter to all staff www.peralconsultng.co.uk

  8. How the upgrade was planned • Roadmap for overall timings • Clear objectives and goals • Helped with Communication • Split the upgrade into Phases • Phase kick off • Phase closure before next one starts • Detail Plan each Phase • Clear task ownership www.peralconsultng.co.uk

  9. Roadmap for ATC H2 2013 Q3 12 Q4 12 Q1 13 Q2 13 Clear Existing Issues Demanding SEN 10.1 Upgrade SW Inst ATC Sign Off Process Improvements Key User Testing FST Go Live Log Hours Worked & Change to WO structure Business Intelligence Smart Office Knowledge Transfer Deploy Learning Accelerator Boot Camp MRO course M3 Day Key User & User Training

  10. Upgrade Phases Final Test, User Training & GO Live Phase 1 Create 10.1 Phase 2 enhance and test Lawson Lead ATC Lead ATC Lead Boot Camp Refine and improve processes e.g. hours recording Go Live 31 March Process Owners Trained Key Users Trained Train Users 10.1 environment Available for ATC FST db Final go live db copy of 7.1 database 1st UAT database 2nd UAT database Test Scripts Need for 1st Test Test Scripts Used Test Scripts Used Test Scripts Used

  11. Phase 1 • Stabilise • Reduce outstanding issues • Sort into pre and post upgrade priorities • Project Kick Off • Education • Process Owners • Boot Camp • MRO Workshop • Write test scripts • Test current processes in 10.1 • Gap Analysis www.peralconsultng.co.uk

  12. Phase 2 • Reconfigure to accommodate labour recording • Time consuming but essential • Testing • Documenting • Each Process Owner had detail issue list to work with • Training of Key Users • First pass with LA • Test under 10.1 • LA used to produce and record results of testing www.peralconsultng.co.uk

  13. Phase 3 • Train Users • LA plus class room sessions • Full Scale Test • Used a previous aircraft check to bench mark figures • Cut Over • Detail Cut Over Plan hour by hour • Verification Tests • Progressive introduction of new method into hangar bays – as new aircraft arrived www.peralconsultng.co.uk

  14. Result • A great team to build on for the future • No modifications • Trained staff • Training Materials • Test Scripts • Labour being recorded • 1 hour late handing back to Users on 18 month time frame www.peralconsultng.co.uk

  15. Standard MOS 195 www.peralconsultng.co.uk

  16. Smart Office MOS 195 From/To removed Reg no/site removed Change Text Calls to other programs Calls to reports Status now descriptive www.peralconsultng.co.uk

  17. Loading Task Cards www.peralconsultng.co.uk

  18. Communications • Newsletter – monthly • Group Manager Briefings • Weekly Process Owner Meetings • Monthly Steering Committee Meetings • Sitting in the Lion’s Den – crew chief briefings • Walking the floor www.peralconsultng.co.uk

  19. Education and Training • We were putting together a team, we were only going to be as good as the team so we invested in them: • Boot Camp (3days) • MRO Workshop (2 days) • Preparing Test Scripts • Learning Accelerator • Short process workshops • Where most help desk calls were coming from www.peralconsultng.co.uk

  20. Services and Support • Lawson Consultants • Specialist in subject area and Smart Office scripts etc. • KPIT specialist • Full time experienced with MRO • Detail knowledge of M3 • Make good use of Xtreme support • Challenge every answer • Prepare the business case documents and submit. • Progress chase regularly • Escalate when necessary • Make full use of Stepwise • Really good for tracking actions on issues www.peralconsultng.co.uk

  21. Lessons Learned • What we did well: • Vision for the project was good. Management had a vision to bring the business process of various functional departments like Planning, Card Control, Hangar, and Commercial (Invoicing) etc. with M3. • Project Management team’s vision of no modification was executed well, where completed business process has been designed based on std. M3 • Enough time line was dedicated towards testing, where various previously processed aircrafts were trialled with new business process. • Heavily used Infor Smart Office functionality of Scripts and Personalization to avoid any system modification and improve / simplify the processes. • Wherever bugs or incomplete functionality were found in M3, all got logged with Infor and corrected each of them through continued persistence and rigid testing, which helped M3 as a product. www.peralconsultng.co.uk

  22. Lessons Learned • What we can de better next time: • Better communications between sites & departments. Because M3 is so integrated between departments, we need to have better understandings of how each departments processes effect other areas of the business. • Ask more questions; put the emphasis on people to supply as much information as possible • Documentation is essential • User setup, access issues as well as settings, canvas and personalisation’s needed a bit more thought. • Since Process Owners were not able dedicate much needed time for trials, it was left for M3 team to carry on the trial and complete it. • What we should do more of: • Process Owners continue to work together to improve processes further • Increase the communication between departments and sites www.peralconsultng.co.uk

  23. What Next • Post Go-Live support • Direct entry of time by engineers • Tooling • Business Intelligence www.peralconsultng.co.uk

  24. Take Away • Tea Time • Training • Test Scripts • Testing • Trial Run Cut Over • Time Table for Cut Over • Team www.peralconsultng.co.uk

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