Warner Robins Air Logistics Center Streamlines Aircraft Repair and Overhaul

Mandyam M. Srinivasan (), William D. Best () and Sridhar Chandrasekaran ()
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Mandyam M. Srinivasan: Stokely Management Center, College of Business Administration, University of Tennessee, Knoxville, Tennessee 37996-0562
William D. Best: 402D Aircraft Maintenance Group, Warner Robins Air Logistics Center, Warner Robins, Georgia 31098
Sridhar Chandrasekaran: Strategic Services, Realization Technologies, San Jose, California 95113

Interfaces, 2007, vol. 37, issue 1, 7-21

Abstract: At Warner Robins Air Logistics Center, long lead times for repairing and overhauling aircraft were a serious issue because some models were in short supply. In 2005, the center implemented Critical Chain, an operations research method for project management, to reduce lead time for repairing its C-5 transport aircraft. The implementation took eight months, without using any additional resources. The center returned five additional C-5 aircraft to the US Air Force’s operational inventory and generated additional revenue to the Transportation Working Capital Fund estimated at $49.8 million annually. The replacement value for these aircraft is estimated at $2.37 billion. The center is implementing the method for the C-130 and the C-17 cargo aircraft to free up 11 dock spaces. With the additional dock space, the depot can accommodate additional work worth $65 million in 2006. The center expects the additional workload to total $248 million by 2009 (the current C-5 annual operating budget is $295 million). Nonquantifiable benefits include increased responsiveness and casualty avoidance during wartime.

Keywords: facilities--equipment planning; maintenance; replacement; project management (search for similar items in EconPapers)
Date: 2007
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