About this Presentation
A comprehensive product support strategy is necessary to ensure a fleet of the VH-92 aircraft is maintained and supported effectively. The main objective of this strategy is to accurately identify the workload demand and convert it into resource requirements. Using Critical Chain project management helps ensure the availability of the right personnel, materials, tools, equipment, and facilities to produce flight-line assets for mission testing, training, deployment, and minimizing logistics delay time. It is important to validate that the resource will be available when needed, manage the spare parts inventory effectively, provide technical support, use advanced diagnostic tools, and maintain a robust supply chain management system. Getting this right ensures the smooth functioning and performance of the VH-92 aircraft.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Applying Critical Chain thinking helped shift support planning from reactive problem-solving to proactive prioritization focused on constraint relief.
Focusing on actual bottlenecks — rather than ideal process maps — revealed hidden workload pressures that were limiting the ability to meet prime support commitments.
Buffer management and execution discipline provided early warning signals that enabled faster corrective actions and steadier delivery of support outcomes.
Integrating CC into support governance encouraged clearer prioritization, reduced firefighting, and improved alignment between maintenance teams and product reliability goals.
Instructor(s)
Stewart Witt
Stewart M. Witt is a seasoned and grizzled professional with over 30 years of experience in leading mostly successful projects. Throughout his career, Stewart has worked on projects such as improving NASCAR pit stops and transforming global organizations. He was lucky to be featured in Time Magazine's 25 Most Influential Business Management Books, The Goal, where he was interviewed by Fortune Magazine's Editor at Large about his experiences with ongoing improvement. Stewart holds on loosely to a Bachelor of Science in Organizational Development & Leadership from Purdue University and an Associate of Applied Science in Electrical Engineering from the Indiana Vocational Technical College. He is fully certified by the Theory of Constraints International Certification Organization and the International Supply Chain Education Alliance in demand-driven MRP and critical chain project management.