Abstract

The aim of this paper is to identify how improved information flow
surrounding the use of forecasting data can prevent stoppages and thus
excessive lead times in the aerospace services arena. This is of particular
importance, as services have high revenue potential and a particularly
competitive market environment. In the academic literature, it is regarded as
particularly challenging due to the nature of its products. In addition, traditional
manufacturing companies have little experience with service provision.
A case study is conducted with a major industry player using the seven
stage model of soft systems methodology in a researcher-based form. In the
course of this, current information flows are analyzed and visualized to identify
problem areas. It becomes apparent that blaming behaviour is common and
that most reasons for stoppages can be traced back to information flow failures
at the interface between organisational entities. Each entity is focused on its
own processes, which is encouraged by the existing penalty policy within the
company. Very little effort is put into optimizing the whole aftermarket system.
In an effort to change this, a more customer focused approach is
suggested. The first step is a discussion of the findings of the study with all
involved entities. The current penalty system needs to be altered to encourage
interaction instead of internal competition. In quarterly meetings, information
from within the company, as well as feedback from external entities will be
gathered and analyzed in order to avoid stoppages. In an effort to mitigate
arising problems directly among entities, a constant communication platform will
be provided.