The MRO sector is hugely important, and very often overlooked. It exists, almost
invisible in the background, to keep capital assets in service, ready for operation.
With the financial pressures of the global economy ever more severe, the role that MRO
plays within our economy becomes ever more important. Asset life has to be increased on
equipment already in service, but perhaps more importantly, new capital projects simply
cannot afford the 'service float' equipment and assets that we have been used to in the
This combination means that the turnaround time for MRO operations has become of paramount
importance. We have seen many MRO businesses having to promise fast turn around times in
order to win new contracts that they simply do not know how to achieve in practice.
The MRO training and knowledge transfer that we can provide addresses this problem. The
solutions we can provide can halve repair downtime, without needing colossal investment
in capacity or 'float' stocks.
Our approach to MRO
The MRO environment is unique in many respects. It is primarily driven by 'failure
demand' and hence subject to a high degree of demand fluctuation. You cannot start
on the repair process until the primary asset comes back for repair. The process then
not only needs manufacturing and re-manufacturing operations on many components, but
needs to be preceded by a stripdown project and followed by a re-assembly project.
Any one of these steps is hard enough to manage by itself, let alone in combination, and
this is where the focusing ability of constraints management - or TOC - can play a very
The MRO solutions we provide link together three key operational aspects into a consistent
'whole'. We bring knowledge and training in Operations Flow Management for the manufacturing
and re-manufacturing phases, project and programme management for the stripdown and
re-assembly phases, and supply chain management to synchronise the flow of replacement
purchased components and sub-assemblies.
We are also highly experienced in the concept of "TLS" which stands for "Theory of
Constraints, Lean and Six-Sigma", a term coined by the US Department of Defense (DoD) who
use these principles exclusively for the management of their own extensive MRO facilities.
The core essence within TLS is the bringing together of the TOC principles of operations
flow management, project management and supply chain synchronisation all combined with the
problem solving tools of Lean and Six-Sigma.
Underlying all of this, and implicit in what the DoD have done in their MRO operations, is
good leadership. We have programmes which can bring together the strategic, tactical and
operational levels of leadership, and the practical experience to teach this in the context
of an MRO environment.
If you would like to explore how our programmes can help you in enhancing the performance of
your MRO operation then please explore the links to the five major components of what we
provide on the right side of this page.
If you would like further information about any of our MRO
programmes, please give us a ring on 01664 502860 or contact us
Problems - and solutions
If any of the scenarios and questions below ring true, then follow the links in the box
titles to find out how we can help you.
"We never seem to be able to finish one project before a new one needs starting"
"How can we finish projects on time when our budgets keep getting cut?"
"We finished the project on time, but only by robbing components from another project"
"Keeping resources focused on the right tasks is a constant headache"
"If only we knew which area of the project to focus on then maybe we could stop running
around like headless chickens"
"We're always waiting for components to finish in production"
"With lead times as long as this we'll never hit our downtime targets"
"I seem to spend all my time fire-fighting and rescheduling"
"We need to be competitive on price, but profit levels are falling - we don't get enough
repaired equipment out of the door"
"Our internal efficiencies are good - so why is our Due Date performance so dire?"
"Our last improvement project didn't work as well as we expected....maybe we focused on the
"We've missed yet another project delivery deadline because key components were out-of-stock"
"Lead times are getting ever shorter which places huge pressure on schedules to suppliers"
"Finance want me to cut costs by reducing our stock levels, but if I do that, how will
we be able to meet demand?"
"The forecasts we have to work to are hopelessly inaccurate"
"Even though we're using our ERP system and a raft of spreadsheets, our purchasing and
production plans are all over the place"
"I think we've got problems nobody else has - where can I find guidance?"
"How can I inspire my staff so that they buy-in to the changes we need to make?"
"We're finding it difficult to make decisions"
"We have to improve our performance even though our budgets are under pressure"
"How can I align the different areas of my organisation so that we're all working towards
the right goal?"
"These day-to-day niggles are getting in the way of our real work"
"How can I help my team members work better together - we seem to spend so much time
"My staff agreed to these changes, but now they're resisting them. What can I do?"
"I'd like to have an effective way of sorting out internal grievances which doesn't
alienate both sides."
For this aspect we cover two distinct areas, the first is that of conflict resolution
itself, focusing on the tools we use that have been developed over the last twenty years
to great effect. Secondly we run mediation and listening skills workshops for team leaders
and managers who are often called upon to mediate and for which the ability to develop
listening skills is paramount.