•Found airframe maintenance capacity within about a week and by July had long-term solutions in place.
•Launched a large leased engine initiative within days and later sourced CFM56 engines to Lufthansa Technik.
•Executed many ancilliary services solutions within days, such as those for wheels and brakes.
At the same time, Air Canada was installing a new IT solution for maintenance and engineering, which it accelerated. It implemented Spec 2000-compliant Trax as the cornerstone of its maintenance data flows, making it the first Tier 1 to go to a full web-based solution. The whole Air Canada fleet is now in Trax, and Air Canada requires all vendors to feed data into it, as well. “I don't do business with suppliers not in Spec 2000” to ensure data is centralized and contributing to the most efficient operation, Butterfield says.
This also transitioned Air Canada maintenance toward a process-driven business instead of a job-focused one. This means a “tremendous cultural change” and employees trained to focus on the “what, how and why” instead of the “who,” he notes.
Thus, Air Canada was able to switch from internal, engineering-driven processes to externally focused innovation. “The world innovates by looking externally,” Butterfield says.
Butterfield has set Air Canada maintenance and engineering on a path of innovation and a focus on continuous-improvement analytics.