Wherever possible, one person completed the work and a second approved it. Procedures were developed to speed up the movement of parts and reduce paperwork. Cross-training was provided to allow for more flexibility in work flows. Budget control devolved to the responsibility centre managers, thereby providing an incentive to spend less. Responsibility centre managers were authorized to spend unused budget on small pieces of equipment to improve the work.
Results are impressive.
Not only did the Squadron reduce staff by more than 30 percent, but staff took on new initiatives that will result in further savings. For example, suggestions were made to test parts before sending them to contractors for repair. In another case, maintenance staff decided to see if they could fix a gauge that was regularly sent to a contractor for repair. They found they could repair the gauge for half the cost the contractor charged. While the part may still be sent to the contractor for repair, there will be a considerable saving on the contract cost.