The aeronautical sector represents 4.7% of the industrial GDP of Spain, one of the few countries with the greatest experience, knowledge and technological development.


Unlike what happens in other national sectors, it operates in a complex ecosystem due to the pressure of rising costs and widely adjusted margins. This implies that the companies in the sector are always in constant review of their operations. Furthermore, currently, the Spanish aeronautical sector experienced a critical moment because it did not work for the support of the Public Administration as a consequence of the economic crisis and the severely slow recovery.

More than 80% of the companies have a strong increase in costs, coupled with a significant loss of market quota, if they do not achieve a transformation that allows them to consolidate the operational excellence and sustainability of the business.

In addition to needing the participation of the public administrations, the industry and the research organizations, it is time not to waste time in an environment where the competitors are advancing very quickly and in which the decisions made by the aeronautical sector will have a high incidence in the industrial future of our country.

Our experience in the aeronautical sector provides the knowledge and skills necessary to create thousands of radical operations that have repercussions on the reliability of operations as well as a clear impact on the increase in efficiency, on the increase in competitiveness and on the maximization of the margins.

  • Optimization of aeronautical maintenance operations MRO
  • Operational digitization. Control of margins and profitability
  • Management of suppliers and supplies
  • Optimization and resizing of stocks and recanvis
  • Relationship between clients and management of discrepancies
  • Management of quality and level of service

Operating Model transformation in the aeronautical sector

The company

The client is an aircraft maintenance service company, performing a variety of services such as maintenance, repair and overhaul. They have seven production lines for large revisions and two hangars dedicated to painting and labeling work. Our client has more than 1,000 employees and an operating budget of €110M.

The challenge

Productivity and tourn around time (TAT) indicators are far from industry standards. Operating results are also far from competitive compared to other aeronautical maintenance centers.

Our client also presents some organizational inefficiencies both in production areas and in and support areas, wich make it difficult to transform towards a more competitive model.

The challenge presented to DOT is to transform the operating model, towards one more efficient incorporating a lean manufacturing approach.

The first phase of the project was focused on detecting opportunities for improvement through workshops, involving the greatest number of people in the design of the solution.

The implementation of the new operating model was done in the Airbus A340 production line, and involved the production and support teams, as well as the workshop and engineering areas.

Operating Model transformation in the aeronautical sector
Our answer

The solution implemented included: organizational improvements, optimization of key processes, an increase in the control and visibility of operations, and follow up actions to ensure a proper change management.

  • A new model to manage inspections was designed and implemented. This model involed a multidisciplinary project team, the Core Team vs Extended Team. The planning of the inspections is carried out in advance, involving all teams involved in the whole inspection. A detailed planning of each of the phases of the inspection is carried out and shared with the extended and core team.
  • A lean approach was taken into consideration to implement the daily programing and control of the production.
  • Tools and reports were created to control the main production KPI’s (man-hour, TAT and material consumption).
  • An action plan was established to the supply chain lead time and incidences.
  • The solutions implemented resulted in a 16% increase in productivity and a 20-pp increase in TAT c