The Cost of Waste in Aviation

No, I don’t just mean trash. In Lean, waste refers to non-value-added activities that do not enhance the services provided to customers. Examples include redundant data entry across multiple information systems, excessive waiting times (not just for passengers but also for airline team members waiting for others to complete tasks), and manual processes that could be automated. It's essential to distinguish these from necessary non-value-added activities, such as quality audits mandated by regulatory authorities.

By eliminating waste, airlines can focus on creating value and enhancing operations.

Reflect on your daily activities—how many truly contribute value to the customer? Have you ever sat through a meeting that didn’t add any value? If you work for an airline, you’ve likely experienced more than a few of those!

And waste is everywhere! The potential for eliminating unnecessary, non-value-added activities is enormous. By actively seeking out and addressing these inefficiencies, airlines can significantly improve both their operations and customer satisfaction.

In the aviation industry, waste isn’t just an operational issue; it’s a financial burden that can significantly impact profitability. Identifying and eliminating waste should be a top priority, as it can lead to substantial cost savings in addition to improved customer satisfaction.

Exploring the Toyota 3M Model of Waste

Let’s explore the Toyota 3M model of waste—MUDA, MURA, and MURI—and how it relates to your everyday operations.

1. MUDA (Process Waste)

   • Type I: Activities that don't provide direct value to customers but are necessary for operations. Think about the time spent on audits—could they be streamlined?

   • Type II: Unnecessary tasks, such as excessive paperwork or redundant meetings, which don’t add value. Are you guilty of these time-wasters?

2. MURA (Flow Waste)

   Uneven workloads lead to bottlenecks. For example, fluctuating passenger demands can overwhelm staff during peak seasons. Are you prepared with Just-in-Time strategies to manage these fluctuations?

3. MURI (Overburden)

   Overloading employees without proper training or resources can lead to inefficiency and stress. Are your teams equipped with the right tools and knowledge to perform their tasks effectively?

Applying the TIMWOODS Framework

Let’s explore how these concepts manifest in aviation through the TIM WOODS framework, which breaks down MUDA Type II waste into eight categories:

Transportation

Unnecessary movement of materials, products, or information that could endanger their integrity. Transportation waste exists if any of the transportation steps of a process flow can be eliminated, made more efficient, or automated. For example, having the line maintenance store premises far from the assigned airport apron/terminal where the aircraft is parked, transferring data manually to an Information System, or establishing more approval levels of a process step or document than needed to ensure its quality.

Inventory

Costs associated with storing materials, products, or information. It can result from deficient planning, work in progress (waiting for completion), or overproduction. All storage is considered MUDA and can be minimized with Just-in-time (JIT) inventory methods. JIT refers to purchasing and producing only the amount of goods that are needed to meet the demand. Examples of inventory waste are excess of aircraft components on the shelves that require recurrent store maintenance, physical storage of technical records (in a digital era), or process steps awaiting for approval.

Motion

Unnecessary movement of staff. To reduce this type of waste, standardizing processes, organizing the workplace, improving ergonomics, reducing distances, and promoting remote work must be considered when possible. Examples of motion waste are unnecessary movement of mechanics between aircraft due to poor resource management processes, changing between locations for a non-essential meeting, or promotion of office work for administrative tasks instead of remote.

Waiting

Wasted time waiting for parts, equipment, tools, information, instructions, etc. It occurs when process steps must wait for material, work in progress, or information to progress, and can cause excess inventory and overproduction. For example, a pilot is waiting for an aircraft to be repaired, a mechanic is waiting for equipment to repair an aircraft, or a purchase of an aircraft component is waiting for approval.

Overproduction

Producing more than the next process needs. Overproduction often causes other types of waste: excessive inventory or work waiting for further processing. For example, producing in-flight food in excess of the expected accurate demand, performing maintenance that exceeds the requirements (overmaintenance), generating in-flight reports that are not required, or printing more Safety cards or magazines than needed.

Overprocessing

Excessive standards that are not required by the customer. It includes any activity that adds complexity to a process without adding value. For example, a second aircraft mechanic performs an independent inspection of a non-critical task, double manual entry of flight data into the Maintenance Information Software and Financial Management Software, not required people on the CC of an email or unnecessary information on the email body, or unnecessary or inadequate meetings

Defects

Failure of a product or process to meet the specifications, requiring rework or scrap. As seen in the Inventory waste, in a Lean organization, goods should follow a continuous flow so defects can be detected at the earliest opportunity. Examples of defects are wrong assembly of an engine, following the incorrect troubleshooting procedure, incorrect flight data entry into the Maintenance Information System, causing the wrong schedule of maintenance requirements, or maintenance defect information not appropriately communicated to the flight crew in the Technical Logbook

Skills

Underutilized staff capabilities, task delegation, or knowledge transfer. Wasted human potential directly reduces the continuous improvement capabilities of an organization and exacerbates the rise of human factors that can affect health and Safety. For example, skills waste is time spent on non-value activities, such as corrections of defects or failed projects, instead of doing the value work, lack of processes and methods to capture knowledge, underestimated employee initiatives, insufficient training, and micromanagement.

The Financial Impact of Waste

Addressing waste in aviation isn’t just about efficiency; it’s about the bottom line. According to recent studies, airlines can save millions annually by reducing waste. These savings can be reinvested in customer service improvements, staff training, and technology upgrades, creating a virtuous cycle of enhancement that leads to greater employee and passenger satisfaction and loyalty.

Additionally, the environmental impact of waste cannot be ignored. As the aviation industry faces increasing scrutiny regarding its carbon footprint, reducing waste aligns with sustainability goals. Airlines that proactively address waste not only enhance their operational efficiency but also contribute to a more sustainable future.

Conclusion

Understanding and addressing waste through the 3M model and TIM WOODS framework can revolutionize airline operations. By focusing on these waste categories, airlines can streamline processes, reduce costs, and enhance customer satisfaction.

Are you ready to take the first step towards eliminating waste in your airline operations? Let’s connect! Share your thoughts on how your organization tackles waste, or reach out to explore tailored strategies for enhancing operational excellence. Together, we can make a meaningful impact on the aviation industry!