GE Aerospace Shanghai’s Breakthrough: A Moving Production Line Revitalizes Engine Maintenance

Imagine the breathtaking sight of giants of airplane engines, each weighing more than three tons, moving unobstructed along a production line in a brightly painted, lively workshop.

This is the breathtaking scene on a daily basis at GE Aerospace's On Wing Support (OWS) quick-turn plant in Lingang, Pudong, Shanghai.

In this case, engines are constantly moving, from arrival to the final stages of maintenance and departure, to be repaired and returned out to customers as quickly as possible.

This groundbreaking moving repair line is the exact opposite of how things were ever done and is a giant leap forward in terms of efficiency, all thanks to the FLIGHT DECK, GE Aerospace's very own proprietary lean operating system.

Overcoming the Obstacles of a Conventional Model

Operational since July 2023, the Shanghai OWS facility is the seventh of GE Aerospace's rapid-turn facilities globally and the first such facility in the Chinese civil aviation industry.

The state-of-the-art facility provides rapid maintenance options for CFM LEAP-1A/1B and CFM56-5B/7B engines to clients in China and Asia.

Areas of work include major activities such as module replacement and repair for fans, compressors, and turbines.

However, the team faced drastic setbacks with the traditional maintenance process.

In this setup, each engine would take up a fixed workstation during the repair period, which typically took 95 days.

Unfortunately, supply chain losses led to the whopping 47% increase in overall turnaround time (TAT).

The hot spot of choice was the "module repair and replacement" stage, where many core components needed to be sent overseas for repairs.

As Shanghai OWS site leader Wang Tao explained it, the engine would be stuck at its post "like a patient waiting for medication," delaying valuable tools and man-hours and preventing new engines from entering the shop.

The issue was particularly acute in the first quarter of 2025 and resulted in the accumulation of a growing backlog of engines and an inability to reach projected targets.

Leading the Charge with a Flow Line Strategy for Unprecedented Effectiveness

Confronted by a growing backlog and irate customers, Wang and his team wanted to do things differently.

Galvanized by an innovative suggestion from Maintenance, Repair, and Overhaul Vice President Farah Borges—"Why not introduce an assembly-line-type flow line into our shop?"—the Shanghai team, supported steadfastly by Global OWS Leader Alexander Henderson, boldly broke with fixed workstations for a dynamic "flow line."

This new procedure allows engines to flow smoothly through distinct stages: disassembly, module repair, and reassembly.

To specifically address the module repair bottleneck, Wang's team adopted the lean concept of heijunka, which introduced "buffer storage" with additional engine stands.

Wang says that the team put in 10 sets of storage tooling and could now disassemble and store as many as 10 engines waiting for overseas-repaired parts.

"It's like filling 10 waiting room chairs with patients to be dosed," Wang describes, and then when the components arrive, they can be serviced simultaneously, making space for new engines.

These storage pedestals were innovatively designed and locally made in China, not just on par with the quality of international units but also cutting delivery time by 75% and cost by 67%.

A Mindset of Continuous Improvement Drives Results

The activation of FLIGHT DECK and implementation of these new basics rewarded beautiful dividends within a few weeks.

Turnaround was boosted by nearly 40%, and deliveries went from just one engine in the first quarter of 2025 to nine in the second.

The Shanghai team's success was so profound that this innovative flow line model will soon be adopted by the Cincinnati OWS facility, and Wang himself will visit the OWS site in Seoul to share these new plant standards.

The transformation, however, is not just about moving engines—it's about a fundamental shift in mindset.

As Wang emphasizes, "With FLIGHT DECK as our guide, we are undergoing profound change in attitude and behavior. This change not only allows engines to 'flow' but also challenges our team's thinking to become more efficient in operations."

The team continues to make the process more streamlined with plans down the line to divide up the repair phases into sub-zones for even greater efficiency.

By keeping safety, quality, delivery, and cost (SQDC) at the top of mind, GE Aerospace is truly delivering to customers and setting a new standard of excellence for the industry.