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"If an engine shop has a $2 million to $3 million enginse they are overhauling, and we're refurbishing a $10,009 part, that engine sitting ther is worth $150,000 a day to the said Robert Weiner, CEO of North Kansaz City-based PAS Technologies. "So they want it in the plane workinyg as soon as and that makes getting parts to them We live off ofturnaround time." created PAS Technologiex in July 2006 after it bought the business in Kansads City. The company had abougt $80 million in 2005 revenue, according to filingse by parent company GeneConese Jr.
, managing director of Gridiron has a history in the airline service With his father, he investef $50 million to create in the early 1990s. The companu was sold to in 1997for $1.5 Conese is confident Weiner will be able to replicate that successa at PAS. "He's got a very strongb vision for the business and knows how to create a servicr company that will be a market Conese said. "He will create the world-class services for customers we need to drive the growthh of thecompany forward.
" Weiner previously ran the engine services divisionj of and the military engine business for General Weiner became interested in lean manufacturingb techniques in 1982, when a progra called "Just In Time" was still in its He was one of only a handful of GE executiveds to travel to Japan and study the lean manufacturing movemeny there. Now, Weiner is bringing what he learnedto PAS. In his firs t six months on the job in PAS improvedpart maintenance, repair and overhaul turnaroundc time by 58 percent, leadinh to a 25 percent increase in sales. "We'vr made huge progress," Weiner said. "Fro m January to today, it just keeps improving.
Sales are now 45 to 50 percengthigher (than a year ago), and it's all I'm not even counting the acquisitions." In June, PAS boughf the industrial turbine unit of in Ireland. SIFCO filinge put the transaction's value in the $5 million The acquisition expanded PAS's engine part refurbishment capabilities into the or "hot," section of jet engines. It previously focused on part s in theair intake, or "cold," sections.
Weiner said the acquisitionn fitthe company's main goalds for growth: attracting new customers and expanding existint customer relationships by adding new products; seeking out high-qualitt acquisitions and partnerships; and using lean manufacturinf techniques to improve efficiency. Weinee said employees at the new company in Irelansd immediately starteda one-week training course for lean manufacturinyg techniques. In the second week, the compangy had a "Kaizen where employees brainstorm to find ways to reduce part productionn time by50 percent. The new processes then are and employees are expected to sustain the Patrick Kraus, vice president of sales at in Kansas Kan.
, said he recently visiterd PAS headquarters and was amazed at the difference from his previoua visit several years ago. "Therse was not much work going on becausretime wasn't so critical he said. "The way the system is now, it is easy to see that the productivitu level isvery high. It's a big I've been in all kinds of facilities, and PAS has done a grea t job of improving themselves and getting aheard ofthe curve." Kraue said PAS is in lockstep with the customer service needs. About 10 years ago, he said, airlinesd were "fat and happy," carrying about 12 months' wort h of surplus parts inventory to supporttheir fleets.
When the bottom dropped out of the industryafter 9/11, Kraus said cost-cutting becamse the new focus. Reducing inventories was one quick way to cut and it put the onus on suppliers to shorten time framesz and get morelean "It's cheaper if you only carry 90 to 120 days' worthh of inventory and have your $300 million inventoryu go down to about $90 million," Krauds said. "What PAS has done is reacrt tothe market, knowing operators don'tg want to spend all thei r money and put it on the shelf collectinh dust. They'd rather put it to work collectingh dollars.
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