MRO & Manufacturing
Collins Aerospace Cuts Aircraft Wheel Production to Seven Days
Collins Aerospace in Troy, Ohio reduced aircraft wheel manufacturing time from 45 to seven days with a new automated multitask machining cell.
This article is based on an official press release and company reporting from Collins Aerospace.
In Troy, Ohio, a factory with deep roots in aviation history is undergoing a radical transformation. The facility, once known for producing the gliders that carried troops into World War II battles, has successfully implemented a new manufacturing initiative dubbed “Wheels in a Week.” According to Collins Aerospace, this program has slashed the production time for aircraft wheels by approximately 80 percent, reducing a 45-day process to just seven days.
The centerpiece of this efficiency drive is a new automated production cell described by the company as “tall and sleek, bigger than a phone booth but smaller than a passenger elevator.” This modernization effort highlights a broader shift within the aerospace sector, moving from traditional, fragmented machine shops to integrated, high-tech “Industry 4.0” environments.
The Troy facility holds a significant place in American aviation heritage. Originally the home of the Waco Aircraft Company, the site was the largest manufacturer of civil aircraft in the United States during the late 1920s and early 1930s. During the Second World War, the factory pivoted to produce CG-4A gliders, which were essential for transporting heavy equipment and troops into combat zones.
Today, the site serves as a critical hub for Collins Aerospace, a Raytheon Technologies (RTX) business. While the brick-and-mortar backdrop remains, the interior operations have evolved. The “Wheels in a Week” initiative represents the latest chapter in this evolution, aiming to address the logistical challenges of modern aerospace manufacturing.
Historically, manufacturing an aircraft wheel at the Troy plant was a disjointed process. According to company reports, a single wheel would travel through five different legacy machines. This workflow required manual transport, setup, and handling at each stage, resulting in a production timeline of approximately 45 days from raw forging to finished part.
The new initiative sought to compress this timeline drastically. By consolidating these steps, Collins Aerospace reports that they have met their ambitious goal of a seven-day turnaround.
“Cutting time by 10 percent, that’s something we’re going to go do. Cutting it by 80 percent? That is a monumental effort that’s going to require all of us together to make it successful.”
, Greg Smith, Director of Operations, Collins Aerospace (Troy, OH)
The reduction in lead time is largely attributed to the introduction of a multitask machining center. Described in company materials as having “white walls and red doors,” this machine performs both lathe work (spinning and turning) and mill work (cutting and grinding) in a single setup.
Previously, these tasks required five separate machines. The new automated cell features a pallet-changing system that loads and unloads parts without human intervention inside the machine. This consolidation eliminates the “white space”, or idle time, that occurred when parts were moved between stations.
Beyond speed, the automation has introduced significant safety improvements. By removing the need for workers to manually lift and fixture heavy wheel forgings multiple times, the physical strain on operators is reduced. The role of the workforce has subsequently shifted from manual labor to technical oversight, involving programming and monitoring of the automated cells.
Troy Brunk, President of Collins Aerospace, emphasized the strategic value of this flexibility in a company statement.
“Taking 45 days of lead time down to seven creates more flexibility for us and our customers. When we think big, we can do a lot of things.”
, Troy Brunk, President, Collins Aerospace
The ability to switch between different wheel models rapidly allows the factory to handle smaller batches and urgent orders more effectively, a crucial capability in a supply chain often beset by fluctuations in demand.
The success of the “Wheels in a Week” program at Collins Aerospace illustrates a critical trend in the aerospace supply chain: the necessity of resilience through speed. By reducing lead times by 80 percent, manufacturers do not just save money; they insulate themselves against upstream disruptions. When a production cycle takes 45 days, a raw material delay is a crisis. When it takes seven days, the system can recover and pivot much faster.
Furthermore, the cultural shift mentioned by Scott Parkin, VP of Operations for Advanced Structures, suggests that the barrier to modernization is often as much about mindset as it is about machinery. The transition from a “grime and grease” shop to a clean, automated facility requires buy-in from the workforce, proving that Industry 4.0 is as much a human resources challenge as a technological one. Sources: Collins Aerospace / RTX
From WWII Gliders to “Wheels in a Week”: The Manufacturing Revolution at Collins Aerospace
A Historic Facility Reimagined
The “Wheels in a Week” Initiative
Technological Consolidation
Impact on Safety and Flexibility
AirPro News Analysis
Sources
Photo Credit: RTX
MRO & Manufacturing
AkzoNobel Invests €50 Million to Upgrade US Aerospace Coatings Facilities
AkzoNobel invests €50 million to expand and modernize aerospace coatings production in Illinois and Wisconsin, enhancing capacity and supply chain resilience.
This article is based on an official press release from AkzoNobel.
AkzoNobel has officially announced a significant investments of €50 million (approximately $52–55 million) to modernize and expand its aerospace coatings capabilities in North America. According to the company’s announcement on December 18, 2025, the project will focus on upgrading its flagship manufacturing facility in Waukegan, Illinois, and establishing a new distribution center in Pleasant Prairie, Wisconsin.
This strategic move aims to increase production capacity and shorten lead times for airline and Maintenance, Repair, and Operations (MRO) customers. By enhancing its supply chain infrastructure, AkzoNobel intends to address the growing demand for air travel and the subsequent need for advanced aerospace coatings.
The investment centers on the Waukegan facility, which currently serves as AkzoNobel’s largest aerospace coatings production site globally. The site employs approximately 200 people and houses a dedicated color center. According to the press release, the capital injection will fund the installation of new machinery and automated processes designed to handle larger batch sizes.
To further optimize operations, the company is relocating its warehousing and distribution activities to a new facility in Pleasant Prairie, Wisconsin. This relocation is intended to free up floor space at the Waukegan plant, allowing for a focus on complex, customized chemical manufacturing.
Patrick Bourguignon, Director of AkzoNobel’s Automotive and Specialty Coatings, emphasized the forward-looking nature of the investment:
“This investment will increase our comprehensive North American supply capability and solidify our position as a frontrunner in the aerospace coatings industry. Demand for air travel is expected to grow significantly… and we want to make sure our customers are able to meet that demand.”
A key component of the upgrade is the introduction of a “Rapid Service Unit” dedicated to faster turnaround times for the MRO market. The company states that the new infrastructure will include a “liquid pre-batch area” and “high-speed dissolvers” to accelerate production.
Martijn Arkesteijn, Global Operations Director for AkzoNobel Aerospace Coatings, noted that these improvements are designed to enhance flexibility for customers: “We’ll be able to provide current and future customers with even more flexibility through the delivery of large batch sizes, better responsiveness to market needs and shorter lead time for color development.”
While AkzoNobel’s announcement focuses on internal efficiency, this investment arrives during a period of intensified competition within the North American aerospace sector. Earlier in 2025, rival manufacturer PPG announced a massive $380 million investment to construct a new aerospace coatings plant in Shelby, North Carolina.
In our view, AkzoNobel’s strategy differs significantly from its competitor’s greenfield approach. Rather than building new capacity from scratch, AkzoNobel is executing a targeted upgrade of existing assets. This “efficiency war” suggests that the company is betting on agility and technology upgrades, specifically the ability to deliver custom colors and small batches quickly via its new Rapid Service Unit, rather than simply expanding raw volume output.
The upgraded facilities are also aligned with the aviation industry’s push for decarbonization. AkzoNobel highlighted that the investment supports the production of its “Basecoat/Clearcoat” systems, which are lighter than traditional coatings. Reducing paint weight is a critical factor for airlines seeking to lower fuel consumption and carbon emissions.
Furthermore, the new automated processes are expected to reduce chemical waste and solvent use. The facility upgrades will likely support the increased production of chromate-free primers, meeting stricter regulatory requirements in both the United States and the European Union.
By localizing more storage and production capacity in North America, AkzoNobel also aims to bolster supply chain resilience, addressing vulnerabilities exposed during the post-pandemic aviation recovery.
AkzoNobel Announces €50 Million Upgrade to US Aerospace Coatings Operations
Strategic Expansion in Illinois and Wisconsin
Operational Efficiency and the “Rapid Service Unit”
AirPro News Analysis: The Competitive Landscape
Sustainability and Technology Integration
Sources
Photo Credit: AkzoNobel
MRO & Manufacturing
GE Aerospace Deploys 180 Engineers for Holiday Flight Operations
GE Aerospace positions 180 Field Service Engineers in 34 countries to prevent aircraft groundings and manage winter maintenance challenges during peak holiday travel.
While millions of travelers settle in for holiday downtime, the global aviation industry enters its most critical operational window. According to AAA projections, approximately 122.4 million Americans traveled 50 miles or more from home during the 2024-2025 holiday season, with air travel seeing a projected 2.3% increase in domestic flyers. Behind this surge lies a largely invisible workforce dedicated to preventing cancellations before they happen.
According to an official press release from GE Aerospace, the company deployed 180 Field Service Engineers (FSEs) to 34 countries specifically to support Airlines customers during this peak period. These engineers are “embedded” directly with airlines and airframers, working on tarmacs and in hangars to mitigate technical risks that could otherwise ground fleets during the busiest weeks of the year.
The role of an FSE goes beyond standard maintenance; it involves proactive problem-solving under strict time constraints. GE Aerospace describes these teams as being on the front lines, ensuring that both passenger jets and cargo freighters remain operational despite the strain of high-cycle usage and winter weather.
Jordan Mayes, a Regional Leader for GE Aerospace Commercial Field Service in Western Europe and Africa, highlighted the intensity of the holiday operational tempo in the company’s statement:
“The sense of urgency is more elevated than normal… And often there are fewer hands to do the work.”
, Jordan Mayes, GE Aerospace Regional Leader
This urgency is driven not just by passenger volume, but by a booming air cargo sector. Industry data indicates that air cargo volumes saw double-digit growth in late 2024, driven by e-commerce demands and shipping disruptions in the Red Sea. Stephane Petter, a Regional Leader for Central/Eastern Europe and Central Asia, noted that the stakes for cargo are often underestimated.
“An issue with a grounded or delayed passenger aircraft might delay 350 people. With a cargo plane, thousands of parcels might be delayed, so the downstream customer impact is potentially greater.”
, Stephane Petter, GE Aerospace Regional Leader
To illustrate the impact of embedded engineers, GE Aerospace shared a specific operational success story involving Alaa Ibrahim, the Middle East regional leader. His team was monitoring a Boeing 787 Dreamliner equipped with GEnx-1B engines. The engineers identified a minor clamp repair that was necessary to keep the engine compliant. The engine was only four cycles (flights) away from a mandatory 500-cycle inspection limit. If the limit was reached without the repair, the aircraft would be grounded, a disastrous outcome during peak holiday scheduling.
Instead of waiting for a forced grounding, Ibrahim’s team identified a six-hour window in the aircraft’s schedule. They performed the inspection and repair proactively, ensuring the aircraft remained available for service without disrupting the airline’s timetable.
Beyond scheduling pressures, FSEs must contend with the physical realities of winter aviation. Industry reports highlight that “cold soak”, where an aircraft sits in freezing temperatures for extended periods, presents unique mechanical challenges. Oil can thicken, and seals can shrink or become brittle.
According to technical data regarding modern engines like the CFM LEAP, specific warm-up protocols are required to thermally stabilize the engine before takeoff power is applied. Maintenance teams often switch to lower-viscosity fluids and rigorously check breather tubes for ice accumulation. If a breather tube freezes due to condensation, it can pressurize the engine and cause seal failures.
The deployment of these 180 engineers highlights a broader shift in aviation maintenance from reactive repairs to predictive intervention. By utilizing digital tools that monitor engine health in real-time, often referred to as “Flight Deck” principles, engineers can detect vibration trends or temperature spikes before they trigger a cockpit warning.
We observe that this strategy is particularly vital during the holidays. When load factors are near 100%, airlines have zero spare aircraft to absorb a cancellation. The ability of FSEs to turn a potential “aircraft on ground” (AOG) event into a scheduled maintenance task during a layover is the difference between a smooth operation and a headline-making travel meltdown.
All Sleigh, No Delay: How Field Service Engineers Keep Holiday Fleets Airborne
The “Invisible Elves” of Aviation
Operational Wins: The GEnx-1B “Save”
Technical Challenges in Winter Operations
AirPro News Analysis: The Shift to Predictive Maintenance
Frequently Asked Questions
Sources
Photo Credit: GE Aerospace
MRO & Manufacturing
MAAS Aviation Renews easyJet Fleet Painting Contract with Lightweight Paint
MAAS Aviation will repaint easyJet’s Airbus A320 fleet using a lightweight paint to reduce weight, fuel consumption, and emissions, starting 2025.
This article is based on an official press release from MAAS Aviation.
MAAS Aviation, a global specialist in aircraft painting and exterior coatings, has officially announced the renewal of its multi-year partnership with European low-cost carrier easyJet. According to a statement released on December 9, 2025, the agreement secures MAAS Aviation as the designated partner for repainting easyJet’s entire Airbus A320 family fleet. The contract, which takes effect with the 2025/2026 painting season, underscores a deepening operational alignment between the two companies that began in 2020.
The renewal highlights a significant shift toward sustainability in Maintenance, Repair, and Overhaul (MRO) operations. Beyond standard livery application, the partnership focuses on the fleet-wide rollout of a new lightweight paint technology designed to reduce fuel burn and carbon emissions. All work is scheduled to take place at MAAS Aviation’s specialized facility at Maastricht Aachen Airport (MST) in the Netherlands.
Under the terms of the renewed contract, MAAS Aviation will handle the repainting of easyJet’s A319, A320, and A321 aircraft. The company stated that operations will be consolidated at their Maastricht facility, which features twin-bay paint shops capable of accommodating aircraft up to the size of a Boeing 767. These facilities are equipped with computerized building management systems and high-lux lighting to ensure Original Equipment Manufacturer (OEM) quality standards.
The partnership, which originated from a customer programme launched in late 2020, has evolved into a sole-supplier style arrangement for the A320 fleet at the Maastricht hub. Richard Marston, Chief Commercial Officer at MAAS Aviation, emphasized the importance of the long-term relationship in optimizing operational efficiency.
“We are proud to name easyJet as a long-term partner. The extension of their aircraft painting programme is testament to our streamlined processes which deliver aircraft finished to the highest OEM quality standards at the optimum TATs [Turnaround Times] this leading operator demands.”
Richard Marston, CCO, MAAS Aviation
A central component of the renewed agreement is the implementation of a “world-first” lightweight paint system developed in collaboration with Mankiewicz Aviation Coatings. According to the press release, easyJet became the first airline globally to trial this technology in January 2025, with MAAS Aviation serving as the MRO partner for the application.
The technical data provided by the companies indicates that the new coating system reduces the weight of a single aircraft by approximately 27 kilograms (59.5 lbs). While this reduction may seem minor on an individual unit basis, the cumulative effect across a high-frequency fleet is substantial. The reduction in weight leads to decreased drag and lower fuel consumption. Sophie Michelson, Aircraft Appearance Manager at easyJet, noted the dual focus on aesthetics and environmental impact:
“MAAS continue to demonstrate the highest standards of exterior paint application which has helped us to achieve industry leading exterior paint processes and finish. easyJet is committed to ensuring the highest standards of aircraft appearance, whilst continuously working on gains to reduce carbon emissions.”
Sophie Michelson, Aircraft Appearance Manager, easyJet
The companies have projected that once the rollout is completed across the fleet, targeted for 2029, the initiative will result in an annual reduction in fuel consumption of 1,296 tonnes. This equates to a reduction of over 4,000 tonnes of CO2 emissions per year, supporting easyJet’s broader “Net Zero” roadmap for 2050.
This contract renewal illustrates a growing trend in the aviation industry where MRO contracts are no longer defined solely by cost and turnaround time. Sustainability metrics are becoming a decisive factor in supplier selection. For low-cost carriers like easyJet, where margins are tight and fuel accounts for a massive portion of operating costs, a 27kg weight reduction per airframe represents a tangible efficiency gain. By integrating this requirement into their painting contract, easyJet effectively turns routine maintenance into a carbon-reduction strategy, setting a precedent for how airlines might leverage MRO partnerships to meet stringent environmental targets.
Scope of the Agreement and Operational Capabilities
Sustainability Through Technical Innovation
Projected Environmental Impact
AirPro News Analysis
Frequently Asked Questions
Sources
Photo Credit: MAAS Aviation
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