In a previous post, “CCPM helps shorten aircrafts MRO”, I explained the benefits of Critical Chain Project Management (CCPM) for reducing the aircraft downtime during their mandatory and scheduled MRO.
If CCPM is great and helps a lot meeting the challenge, it will not squeeze out every potential improvement, thus time reduction, on its own.
As I explained in my post Critical Chain and Lean Engineering, a promising pair, “What CCPM per se does not is discriminate added-value tasks and non added value, the wasteful tasks listed in a project in a Lean thinking way.”
Conversely, if wasteful tasks remain in the project network, chance are they will be scheduled and add their load (and duration) to the project.
Lean mainly will help to discriminate value-added from non value-added tasks, especially those on the Critical Chain, making them high priorities to optimize, reduce or eliminate.
We did not differently when we started with our client Embraer and while in their service center, I placed Philip Marris in front of the camcorders to present, in situ, two books related to TOC, Critical Chain and Lean in aviation MRO (aircraft Maintenance, Repair and Overhaul).