• 42 projects completed in 2007.
• On-time delivery was 68%.

• 54 projects completed in 2008.
• On-time delivery improved to 83%.

• Maintenance workload increased by 37% and turnaround times were long, leading to helicopter shortages.

• 32% reduction in CH-47 turnaround time.
  
• 52% reduction in UH-60 turnaround time.
  
• 8 aircraft returned to customer ($90M in cost avoidance).
  
• 18,000 sq ft of hangar space freed up ($2M in cost savings).

• 476 engines produced per year.
  
• 4-8 weeks piece-part cycle time.
  
• 60 days landing gear turnaround time.

• 586 engines produced per year (23% increase).
  
• 30% reduction in engine turnaround time.
  
• 15 days piece-part cycle time (70% reduction).
  
• 25% increase in throughput.
  30 days landing gear turnaround time (50% reduction).
  
• $60M monetized in assets from reduced turnaround time.
  

Ongoing improvement:

• 10 days piece-part turnaround time (30% further reduction).

• Only 33% projects completed on time.

• On-time delivery increased to 83%.

• 5 aircraft on station.
  
• Cycle time of 165 days.

• 3 aircraft on station, 2 aircraft returned to Air Force, a replacement value of €300 M.
  
• 15% cycle time reduction, 15% increase in output with 13% fewer resources; 22% reduction in support shops' cycle time.

• 16 months delay in delivery of last order.
  
• 1 order executed at a time.

• 100% on-time delivery on all orders.
  
• 3 orders executed in the same timeframe.

• 300-500 days for boiler conversion.
  
• Routine maintenance took too long.
  
• 11 days planned for shutdown.
  
• $2M revenue generated per day.

• 120-160 days completion time (68% faster).
  
• 10-33% reduction in 2007 cycle time.
  
• 5-33% additional reduction in 2008 cycle time.
  
• 8.8 days shutdown achieved.
• $4M revenue gained.
  Set net operating hours industry record (6690 hours per year).

• Long project cycle times with frequent delays.
  
• Difficult to synchronize Design and Manufacturing.

• Project cycle times reduced by 20%.

• Long cycle times.
  
• Low utilization of resources.
  
• Poor visibility of project slips.

• 30% reduction in cycle time measured over 900 projects.
  
• 30% improvement in resource utilization.
  
• 88% on-time delivery performance.

• 33 aircraft throughput in FY09.
  
• 36 aircraft on station.

• 44 aircraft throughput in FY10 (33% increase).
  
• 24 aircraft on station, 12 aircraft returned to Air Force.

• Turnaround time 162 days.
  
• 7 aircraft in repair cycle.

• Turnaround time reduced to 115 days.
  
• 4 aircraft in repair cycle (3 returned to customer).
  
• Production output increased from 185 hours/day to 273.
  
• 1 ½ dock spaces freed up (additional revenue potential $35M).

• Produced 11 aircraft a year.
  
• Cycle time of 225 days.

• Produced 17 aircraft a year.
  
• Cycle time of 195 days.

• 4 aircraft on base.
  
• Cycle time of 183 days.

• 2.6 aircraft on base on average.
  
• Cycle time of 155 days.
  
• 11% capacity released for additional workload.

• Average turnaround time was 327 days.

• Average turnaround time reduced to 146 days.
  
• 44% increase in throughput from Q4 2008 to Q4 2009.

Engine piece-part repair:

• 137 days backshop cycle time.
  
• 260 parts/month backshop throughput.

Engines and Modules:

• 45 modules/month throughput.
  
• 18 days cycle time.

Engine piece-part repair:

• 42 days backshop cycle time (69% reduction).
  
• 434 parts/month throughput (67% increase).
  

Engines and Modules:

• 50 modules/month throughput (10% increase).
  
• 8 days cycle time (55% reduction).

• Throughput of 178 hours per aircraft per day.
  
• Turnaround time 46-180 days.
  
• Mechanic output was 3.6 hours per day.

• 25% increase in throughput.
  
• Turnaround time reduced to 37-121 days.
  
• Mechanic output increased to 4.75 hours per day.
  
• 40% reduction in overtime.

• Turnaround time 240 days.
  
• 13 aircraft in repair cycle.

• Turnaround time 160 days.
  
• 7 aircraft in repair cycle.
  
• 75% fewer defects.

• Throughput of 5.4 aircraft per month.
  
• Throughput for Black Hawk was much lower than required.
  
• Turnaround times were unacceptable.
  
• Work scope per aircraft was increasing.

• Throughput increased to 6.3 aircraft per month.
  
• Black Hawk throughput increased by 40% in just 6 months.
  
• 50% reduction in Apache turnaround time.
  
• 15% reduction in CH47 turnaround time.
  
• 15% reduction in Pave Hawk turnaround time despite increased scope.

• Repair cycle time for MK48 was 168 days.
  
• Repair cycle time for LAV25 was 180 days.
  
• Repair cycle time for MK14 was 152 days.
  
• Repair cycle time for LAVAT was 182 days.

• Repair cycle time for MK48 reduced to 82 days.
  
• Repair cycle time for LAV25 reduced to 124 days.
  
• Repair cycle time for MK14 reduced to 59 days.
  
• Repair cycle time for LAVAT reduced to 122 days.

• Average turnaround time for H-46 was 225 days.
  
• Average turnaround time for H-53 was 310 days.
  
• Throughput was 23 aircraft per year.

• Reduced H-46 turnaround time to 167 days, while work scope was increasing.
  
• Reduced H-53 turnaround time to 180 days.
  
• Delivered 23 aircraft in the first 6 months.
  
• Throughput increased to 46 aircraft per year.

• Job completion rate was 94%.
  
• On-time delivery was less than 60%.
  
• Cost per job was $5,043.

• Job completion rate increased to 98%.
  
• Increased on-time delivery to 95+%.
  
• Reduced cost per job to $3,355, a 33% reduction.
• Overtime dropped by 49%, a $9M saving in the first year.

• Produced 6 aircraft in 2008.

• Produced 9 aircraft in the first 9 months of 2009.

• Projects were late and over budget.

• Project 1 delivered on time.
  
• Project 2 delivered 1 day earlier (with 10% extra scope).
  
• Actual cost was 96% of planned budget.