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KM Implementation in GMF AeroAsia
KMSI Forum
April 15th , 2015
GARUDA INDONESIA GROUP
International aircraft
MRO services in Indonesia
(subsidiary of Garuda Indonesia)
Market leader in Indonesia and
115 Ha
global player in the Aircraft Maintenance,
Repair, and Overhaul (MRO) Industry with
60 years of experience
‘Bonded Area’ Facility
Strong MRO Player
3500
in the region
highly skilled employees with
more than 20 years experience
on average
Maintain all Garuda Indonesia
aircrafts (expanding to be
more than 200 aircrafts)
Our expertise in aircraft
Maintenance since
1949
and other domestic and international
operators from more than
58 countries across continents
GMF MISSION, VISION, VALUES
Mission: To provide integrated and reliable aircraft maintenance solutions for a safer sky and secured
quality of life of mankind
Vision: World class MRO of customer choice
Business Outlook
Where to compete
• Be the primary service • Capture and hold
provider to Garuda
• Loyal customer from
domestic/international
airline as a strategic
account is a key to
GMF’s growth
• Creating a balance
between parent and
non-parent revenues is
crucial for self
sufficiency
significant share of
Garuda MRO spending
• Establish and maintain
leadership in the
domestic market while
staying competitive in the
regional market
• Expand Aviation
Derivative Business
Sources of
Competitive Edge
• Provide consistent
service quality and
competitive pricing
through cost-effective
labor force and
competitive operational
performance
• Expand and leverage
established infrastructure
and expertise
Concern for People, Integrity, Professional, Teamwork, Customer Focused
CERTIFICATE OF APPROVALS
EASA
BRAA MOLIT KOREA
FAA
GCAA UEA
CAAB BANGLADESH
CAA PAKISTAN
CAMA YEMEN
CAA NIGERIA
DGCA INDIA
CAAZ
ZIMBABWE
DCA THAILAND
CAAV VIETNAM
CAAS
SINGAPORE
DCA MYANMAR
DCAM MALAYSIA
DGCA
INDONESIA
CASA
AUSTRALIA
Approvals from 17 countries
FACILITIES
HANGAR 1
HANGAR 3
HANGAR 2
HANGAR 4
KNOWLEDGE ASSETS
Component Services
Base Maintenance
Material Services
Line Maintenance
IGTE
Engine Maintenance
Learning Services
Engineering Services
MAINTENANCE OVERVIEW
AIRLINE MAINTENANCE LIFE CYCLE
Aircraft Selection
&
Procurement
Aircraft In Service
Aircraft Redelivery
MAINTENANCE OVERVIEW
AIRCRAFT - SCHEDULED MAINTENANCE
Repair Station
Shop Visit Cost
Engines/APU
Performance
Restoration
Optimized
Maintenance
Program will reduce
Scheduled
Maintenance Cost
Overhaul &
LLP
Technical Bulletin/
AD/SB/Modification
BD,Transit,
Daily
Check
A
Check
t
Modification
Time Limited Work
C
Check
Structure
Check
D
Check
t
Aircraft Maintenance Program
Scheduled
Maintenance
Component
On
Condition
Test & Repair Cost
Hard
Time
Repair Station
Modification
t
Replacement Cost
Repair Station
AIRCRAFT - UNSCHEDULED MAINTENANCE
Repair Station
Shop Visit Cost
Engines/APU
In Flight
Shutdown
High
EGT/Vibration
Reliability Control
Program
will reduce
UnScheduled
Maintenance Cost
Flight Interuption
(Delay & Cancellation
t
FOD/
Bird Strike
Maintenance
Finding
t
Rectification Cost
Unscheduled
Maintenance
Component
Unscheduled
Component
Removal
Repair &
Replacement Cost
t
Repair Station
GLOBAL LEARNING SYSTEM
Reliability Monitoring & Improvement Program
COMMERCIAL
FLIGHT OPERATION
COCKPIT
CREW
CUSTOMER
CABIN CREW
MAINTENANCE
ACMS
LINE MAINT. BASE MAINT.
SHOPS
AIRCRAFT CONDITION AND RELIABILITY MONITORING PROGRAM
EVENT MONITORING
PROGRAM
SPECIFIC
MONITORING
PROGRAM
RELIABILITY
MONITORING
REPORT
TECHNICAL DELAY
MEETING
TREND MONITORING
PROGRAM
ALERT MONITORING
PROGRAM
TOTAL PERFORMANCE
MONITORING
PROGRAM
IMPROVEMENT PROGRAM
A. CORRECTIVE MAINTENANCE
B. MAINTENANCE PRACTICE PERFORMANCE
C. MATERIAL & SPARES
D. MAINTENANCE PROCEDURES
E. MAINTENANCE WORK CARDS
F. MAINTENANCE SPECIFICATION
G. MATERIAL & PROCESS SPECIFICATION
H. OPERATION PROCEDURES
I. TOOLS & EQUIPMENT
J. MODIFICATION
K. MONITORING
- ADI
- SB, SL, ISAR
- TECH. CONFERENCE
REPORT
- OTHER OPERATOR EXP.
SIGNIFICANT
RELIABILITY ITEM
TECHNICAL TYPE
MEETING
ENGINEERING
REVIEW
COMMITTEE
MAINTENANCE REVIEW
COMMITTEE WORKING
GROUP
MAINTENANCE
REVIEW STEERING
GROUP
REPORT TO:
- DGCA, FAA, JAA
- MANUFACTURER
- VENDOR
- ASSOCIATION
GMF KM APPROACH
KNOWLEDGE CONCEPT
SEE ‘R TraDC
•
•
•
•
•
Search
Explore
Exploit
Refinery
Transport
• Distribute
• Consume
Knowledge Generation
Knowledge Dissemination
PEOPLE & CULTURE
KM POLICY, MISSION, MODEL
As a means
for accelerating GMF people development,
by using appropriate methodology / technology
and continuous improvements programs
ORGANIZATION & LEADER CONCEPT
Worker
Manager
Leader
Owner
LEADERS AS ROLE MODEL
BOARD OF DIRECTORS
BOD support KM
Implementation in GMF
Accountability :
• Approving KM Blueprint and
KM Policy
• Becoming a role model in KM
implementation
ALL LEADER
LEADERS
ROLE
Leader act as a role model and is
able to motivate employees in
knowledge sharing culture.
Accountability :
• Becoming a role model in sharing
knowledge
• Inspire and motivate employees'
participation through various KM
Program
and
Coaching
&
Mentoring Program
Leader It is defined as an employee who has subordinates or
work as a project leader within each as well as across units
Sharing Session from our CEO,
Mr. Richard Budihadianto
Sharing Session from our EVP,
Mr. Harkandri M. Dahler
Sharing Session from our VP,
Mr. Agus Masrukhin
BASIC ASSUMPTION IN AVIATION PROFESSIONAL
Yang
Melakukan
Yang
Yang
Mengajarkan
Yang Lebih
Tahu
Berpengalaman
Yang
Ahlinya
PROCESS
KNOWLEDGE FLOW
DEVELOP & REWARD KNOWLEDGE LEADERS & KM CHAMPION
Best Idea & Innovation Competition
ORGANIZATION, REVIEW & MEASUREMENT
Executive Vice President
Human Capital &
Corporate Affairs
Report
KM Generation &
Dissemination
Monthly on MOR
Vice President
Learning Services
General Manager
General Manager
AMTO
Knowledge Management
(Chief Learning Officer)
(Chief Knowledge Officer)
Learning Centre Unit
(LCU)
General Manager
Corporate Culture
Knowledge
Council
LCU Report KM
Index Monthly to
CKO
FACILITY & TECHNOLOGY
LEARNING SERVICES
E-Learning
KM Portal
Knowledge Mapping
(Subject Matter Expert)
SUMMARY OF EMPLOYEE
Personal
Information
Job
Description
Training
Record
Experienced
Record
License
Record
PROPERTY OF TECHNOLOGY
OPERATIONAL EXCELLENT
Revenue (MUSD)
264
300
212
250
230
186
200
150
100
50
0
2011
2012
2013
Operating Profit Margin
2014
8.90%
9.00%
8.00%
7.00%
6.80%
7.70%
6.10%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
2011
2012
2013
2014
THANK YOU