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SINGAPORE TECHNOLOGIES ENGINEERING LTD Annual Report 201141for long-standing customer FedExExpress. ST Aerospace has redeliveredhundreds of MD11 ‘C-Checks’to FedEx Express over the years.A ‘C-Check’ typically consists ofextensive series of work, inspections,modifications, manufacturers’Service Bulletin/Engineering Order/Airworthiness Directive compliance,troubleshooting and rectifications,operational and functional checks andassessment flight tests. In an effort toadd value, ST Aerospace formed anexperienced team of managers, aircraftengineers, planners, controllers, materialcoordinators, quality inspectors andservice engineers to reduce turnaroundtime from 25 days to 18 days.The resulting improvements haveachieved the target, and the reductionin aircraft downtime has increasedthe availability of MD11 aircraftfor FedEx Express and raised itsbusiness capacity.Similarly, cohesive teamwork andproductivity enabled ST Electronicsto overcome challenges in its projectfor Resorts World Sentosa (RWS).ST Electronics was responsible forconceptualising and implementing theSurveillance & Security, Trunk RadioNetwork, Network and StructuredCabling Infrastructure, Intelligent CarParks, Data Centres and SurveillanceMonitoring Systems for RWS.FedEx Express’ MD11 programme.The team adopted a systematicconcurrent engineering approach,working closely with RWS and multiplestakeholders to address issues suchas changes in requirements, sitechallenges and timely manpowerdeployment to ensure seamlessintegration of the various sub-systemswithin the delivery schedule. The team’scommitment helped ensure the safeand efficient operation of the integratedresort. The project clinched thePrestigious Engineering AchievementAward 2010 from the Institute ofEngineers Singapore for outstandingengineering skills and significantcontributions to engineering progressand the quality of life in Singapore.GENERATING PRODUCTIVITYSAVINGSOur focus on smart cost managementand capital effectiveness includesreducing unnecessary complexity tosave costs and using our cash andassets more effectively. This allows usto incorporate productivity improvementin our annual performance incentives,e.g. assigning a higher weightage toon-target Value Added/EmploymentCost (VA/EC) to recognise the effortsof those who champion productivity.In 2011, people engagement activitiesgenerated productivity savings inexcess of $50m for our businesses.Receiving the Prestigious Engineering AchievementAward.Using a Bobcat for the grit cleaning process.ST Marine has a track record of drivingproductivity improvement through suchactivities, and implemented severalprojects during the year that loweredenergy costs, increased capacity andenhanced productivity. These includedthe use of purpose-built Bobcatsinstead of bulldozers to improve theeffectiveness and efficiency of the gritcleaning process. This yielded a 13%reduction in manhours as well as animproved cycle time allowing faster dockpreparation for the next vessel.The Marine sector is moving theexisting Diesel Workshop for engineservice and repair work to a differentlocation. The new workshop will allowtwo additional engines (a total of eight)to be overhauled at any one time. Anadditional shiprepair transfer bay willbe created on the existing site, therebyincreasing the Benoi Yard’s shiprepaircapacity. These changes are expectedto contribute to revenue growth.