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Showing posts from December, 2025

The Systems Approach: Why Siloed Data is the Biggest Threat to MRO Efficiency

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In our previous post, we established the MRO facility as an information-intensive factory where the product is airworthiness. We identified the primary bottlenecks in the manual, sequential process of defining, packaging, executing, and certifying work. The question remains: why has this operational friction become so deeply embedded in aviation maintenance? The persistent inefficiency we see in MRO is not a failure of technology, but a failure of organizational design. The greatest barrier to improved throughput and reduced operational risk is the deep-seated issue of departmental silos, born from decades of failing to adopt a true Systems Approach to maintenance. A system is defined by the interaction between its parts, not by the actions of its parts in isolation. In MRO, the departments act in isolation, meaning the process i.e., the flow of work that crosses departmental lines, is always compromised. Photo by  鱼 鱼  on  Unsplash The Myth of Local Optimization E...

The Aviation MRO Factory: Information and Order Processing

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You’ve probably heard Maintenance, Repair, and Overhaul (MRO) described as a service business. While that's true in terms of customer delivery, if you look closer, an MRO facility is, at its heart, a factory. It’s a specialized, high-stakes manufacturing floor where the product is not a shiny new airframe but airworthiness, the available flying hours you sell to your customers. Such that the maintenance units were often called productions units in the airline I worked at up to 2024. To understand digital MRO, you first have to understand the traditional factory floor it seeks to optimize. Digitalization is not about inventing new processes; it’s about applying the fundamental principles of lean manufacturing and systems thinking to aviation's highly regulated environment. Having spent years embedded in these operations, I can tell you that the fundamental concepts of MRO align perfectly with traditional factory operations management. Photo by 鱼 鱼 on Unsplash The Three Faces ...

The MRO Transformation: The Core Process and the Need for Strategic Agility

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In our previous post, we highlighted the fundamental Operations Management framework: the Inputs-Transformation-Outputs (ITO) model . Now, let’s zoom in on the 'T' in that equation, which is the heart of any Maintenance, Repair, and Overhaul (MRO) organization: the Transformation process . In aviation MRO, this transformation is anything but simple. The inputs are complex, high-value resources: The Object: An aircraft, engine, or component that requires repair, inspection, or overhaul. The Resources: Highly skilled technicians, specialized tools, and replacement parts inventory. The Information: Maintenance manuals, regulatory directives, service bulletins, and flight data history. The transformation itself is the meticulous, documented sequence of diagnosis, disassembly, repair, reassembly, testing, and final certification. The output, of course, is a fully airworthy asset (an aircraft, engine, or component), ready to return to service, often referre...

Back to Basics: The Universal Operations Model

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If you followed our post, ' Unpacking Digital Transformation: Seven Operational Realities in Aviation ,' you know we covered critical strategic elements like data governance and organizational change. Those realities are essential, but before executing any advanced framework, we must first look at the absolute foundation that makes them work. I’ve spent 32 years watching this industry evolve. In that time, I’ve seen avionics go from analog to digital, and maintenance planning shift from "calendars" to complex forecasting models. But through every technological leap, the core process has remained stubbornly the same: we take resources, we work on them, and we release an asset for service. Photo by Birmingham Museums Trust  on Unsplash Digital transformation projects that fail often do so because they confuse the skin with the skeleton . The software, the dashboards, and the predictive algorithms are the skin; they’re beautiful, flexible, and new. But the operational ...

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