SIA Engineering rolls out improvement journey programme to boost work culture

It was driven by the business enhancement from Transformation Phase 2.

Building on the success of its 2021 programme, SIA Engineering Company Limited (SIAEC) will be launching its Continuous Improvement to enhance its work culture.

In a bourse filing, SIA Engineering said its transformation phase 2, which began in January 2021, heightened its competitiveness.  Over 150 initiatives were implemented, “resulting in increased productivity and throughput, as well as achieving reduced turnaround time and operating costs.”

This time, the continuous improvement will have a tagline of “Power Up Towards Excellence.” The company now aims to move ahead with Lean and Digitalisation by strengthening its Lean community and in-house digital units. 

SIA Engineering will also upgrade investments in its workforce by upskilling and equipping them with the necessary skillsets and knowledge to excel in their roles. 

SIA Engineering, further, will enhance the career progression paths of its technicians and engineers by sharpening their core competencies to meet evolving requirements. 

To be specific, here are the key initiatives that will transit to the journey:

• Digital initiative eLITE at Line Maintenance Division, which encompasses 4 applications to improve productivity:  

Joint Planning Platform (JPP): Improves ease of planning and situational awareness.  

Electronic Document and Capacity Optimiser (EDCO): Provides streamlined workflow and on-the-go access to paperwork. 

Enhanced Operations Control Centre (EOCC): Optimises work allocation and execution.  

Smart MX: One-stop mobile app for engineers to access information on the go. 

• Introduction of Seat Track Inspection robot to reduce time taken to inspect seat tracks and enables collection of visuals for data analytics. This will reduce staff fatigue and reduce manhours required for the inspection. 

• Introduction of Engine Robotic Inspection to standardise imaging of Engines using automation and AI for inspection. This will save us at least 360 manhours annually for imaging record keeping of the engines and also allow the use of AI for consistent quality and inventory checks. 

• Line Maintenance Lean Project for Flight Handling which will lead to an increase in productivity for staff and additional capacity to handle more transit activities. 

• Dual-trade Technician Conversion programme enabling technicians to work on both avionics and mechanicals maintenance tasks. A higher-skilled workforce leads to higher levels of productivity.

• The Licensed Aircraft Engineer (LAE) Development Programme enables aspiring LAEs to expand their knowledge of the business by participating in core business activities, key projects, and initiatives as well as develop their leadership and business acumen through the acquisition of diverse skills. 

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