CAVOK’s proven approach starts with a health assessment of the client’s organization.
Using the proprietary Rapid Assessment Framework (RAF), our team delivers concise scores to evaluate an organization’s efficiencies. The RAF also provides corresponding action items and an implementation road map for areas needing improvement.
CAVOK team members then provide support in putting action items into force, using Continuous Improvement (CI) to coordinate tasks. CAVOK’s in-depth knowledge of Lean, Six Sigma, and Theory of Constraint (TOC) enables us to quickly and efficiently deploy the best CI tools to help clients build a world-class operation.
CAVOK’s CI practice offerings range from executive-level Hoshin Kanri workshops (covering alignment of organizational goals, objectives, and KPIs) to simple 5s Kaizens. The CI programs focus on performance for the five core disciplines of a client’s business: Safety & Compliance, Production & Performance, People & Culture, Cost & Competitiveness, and Customer Satisfaction. CAVOK also promotes employee engagement and cultural acceptance in the CI process.
Organizations often struggle with managing CI project initiatives efficiently, and that’s why CAVOK can step in with a “boots on the ground” Project Management Office (PMO). CAVOK's established PMO procedures align with PMBOK requirements for critical path, communication plans, and risk identification/mitigations. CAVOK’s PMO team provides real-world experience, insightful analysis and recommendations to help clients implement essential projects successfully.
- Continuous Improvement
- Health Check
- Lean Manufacturing
- Lean MRO
- Process Improvement
- Rapid Assessment
- Project Management
- Six Sigma
- Solution Definition
- Theory of Constraints
A major US-based engine MRO wanted to expand its overhaul production system into commercial MRO services.
The client’s legacy military engine production system was not designed for the repair-intensive overhaul processes common in commercial engine production.
Supply chain, engineering, and other production support functions weren’t set up for commercial engine production.
The plant’s production lines needed modification to implement a military/commercial production system.
Equipment, tooling, warehousing, parts tracking, and other internal issues had to be addressed for commercial engine production.
Using its Rapid Assessment Tools, CAVOK conducted a plant-wide assessment and developed a detailed project plan for the facility’s expansion into commercial engine production.
The initial assessment produced an itemized list of issues that had to be addressed before building commercial engine capability into the plan.
This list of prioritized steps and timelines formed the skeleton of the project plan.
CAVOK led the implementation of major elements of the plan, including plant layout redesign, external supply chain operations, materials (kitting and logistics), production metrics, and repair process development.
CAVOK led the eight-month implementation project, with CF6-80 production capability established two months ahead of schedule. The project included:
- Fully developed repair programs
- Test cell certification
- Kitting and parts flow management systems
- Supply chain support initiatives
- Redesigned disassembly, repair, and assembly cells