The F/A-18 F404 Engine: Getting Lean (A)

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Case

Reference no. UVA-C-2268

Subject category: Finance, Accounting and Control

Authors: Tom Cross (Darden School of Business, University of Virginia); Jeff Pottinger (Cowan & Associates); Robert Osterhoudt (SAIC Navy Financial Management); C. J. Jaynes (U.S. Navy); E Richard Brownlee II (Darden School of Business, University of Virginia)

Published by: Darden Business Publishing

Originally published in: 2007

Version: 01.2011

Revision date: 2-Jun-2011

Length: 12 pages

Data source: Field research

Topics: Navy; Aviation; Operations management; Lean manufacturing

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Abstract

The US Navy Aircraft Intermediate Maintenance Depot (AIMD) Lemoore Power Plants Division (F404 engine maintenance) was a real mess. Not-Ready-For-Issue parts were everywhere. Division thru-put was poor, there were 30 F/A-18 aircraft with bare firewalls (no engines), the maintenance crews were working 12-hour days, manning was at 61% of authorized levels, reenlistment rates were an abysmal 50%, and crew morale was lousy. The Officer-in-Charge of the Aircraft Intermediate Maintenance Detachment decided to use Lean manufacturing to tackle the challenge. It would be the first application of the Lean concept to Naval Aviation.

Industry:

Aerospace/defense