What if you could reduce hangar time per plane by 30 minutes?

With Proudfoot, you can.


THE COO OF A WELL-KNOWN international airline knew changes were needed to support an aggressive growth plan.

Maintenance was the prime area of concern.

The goal was to integrate operations for two different types of company aircraft. Doing so would not only improve the quality of work, but also lower costs.

The heads of each maintenance organization were naturally worried about what the imminent changes would mean to them.

The COO called in Proudfoot to assess the challenges and implement solutions.

An organization and operations review was conducted to bring the leaders of each maintenance organization together.

Both leaders were engaged in the future state operating model design – including processes, management operating systems, people skills, behaviors, and the organization structure. The collaborative approach provided the platform needed for them to collectively contribute.


Working together with Proudfoot, the team:


Mapped and modified current processes to meet higher standards.


Trained and coached the workforce to transform the culture into a highly efficient, team-oriented work environment.


Eliminated redundant layers within maintenance functions and reallocated staff members to areas of need.


Created clear communications during each step of the process to help the client put worker concerns at ease, and secure buy-in of the proposed changes.


Analyzed, documented and realigned each position with new processes to eliminate confusion and set expectations.


Orchestrated consistent maintenance activities for each type of aircraft with two mirror organizations supported by a dedicated planning and engineering area.


Built new foundation for the redesigned workflow based on best practices and key benchmarks from the airline industry.


  • 30 min reduction in hangar time
    per plane
  • 15% increase in productivity
  • 2.2% reduction in maintenance costs per available seat, per mile

Improved scheduling had a profound effect on how machines and equipment were utilized, speeding up repair turnaround times by more than 30 minutes per plane.

  • The new master plan greatly improved fleet availability.
  • Changes in supply chain management played an important role in eliminating obsolete parts.
  • Short interval controls were put into place to serve as an early warning system for potential delays.

“Effective communications across multiple channels broke down barriers to change and transformed our culture into a “team first” working environment.”

Client COO