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Getting It Done ASAP – How CHC’s LAM Works Together to Improve

Tuesday, January 23, 2018

As CHC continues to face a challenging marketplace, our employees have worked hard to find innovative ways to look at all aspects of our business and not only reduce costs, but become a more efficient company to better serve our customers and take care of each other. The team in Latin America decided to tackle their challenges head-on by creating the ASAP program.

ASAP, or Accelerated Survival Action Plan, was created to empower employees to share their ideas while carefully reviewing some of the main drivers of costs across their region. The program began in the fall of 2016 with a call for employee ideas and suggestions. At the same time, a team began reviewing its relationships with vendors for opportunities to reduce costs. They looked at everything from travel to logistics to aircraft cleaning as they sorted through more than 260 ideas. The relationships with the top 50 suppliers in the region were all carefully evaluated as everyone looked for new ways to save.

By the end of the year, four groups were created to evaluate cost reduction opportunities for infrastructure, operations, motion and people. Three engineering interns were added to help evaluate new ideas before the project moved to its next phase – weekly review meetings that included detailed discussions of each item and the creation of action plans to support them.

ASAP helped the team reduce costs in a number of areas, including aircraft cleaning costs by 68 percent, tool transportation by 55 percent, and significant savings for hotels, transportation costs and rental fees. By the end of the first year of the program, the team had implemented more than 100 of the suggestions received and continues to review previous and new submissions for additional savings opportunities.

Individual employees were also able to take pride in changes that helped the operation. For example, Luciano Laurindo, an engineer in Macaé, had an idea to help keep aircraft looking bright in the challenging flight conditions flying offshore Brazil. By implementing his idea to use automotive wax on the S-76, the aircraft were kept brighter and CHC Brazil was able to reduce paint and repair costs as well. Similarly, Antônio Fávora, Tech Records, Supervisor, noticed that the company had a large inventory of uniforms not being used as most crew members simply placed new orders online. Thanks to his input, the online orders were stopped until the existing stock was used. Finally, Leandra Soares, a pilot based in Macaé, suggested eliminating the flight planning printout reports long-favored by the crew and switching to using iPads for the same activities. This reduced paper costs and allowed crew members to have less to manage before flights while making it easier to access information.

As ASAP moves into its second year, the team will not only continue to look for new ideas and costs, but also watch for new business opportunities and alternative revenues.

"Everyone at CHC Brazil is extremely proud of the success we saw in the first year of ASAP," said Marcelo Soares, regional director for Latin America. "However, we are not going to stop looking for new opportunities. I am thankful to lead such a great team of people and am excited to see what they can accomplish in 2018."