In this thesis a framework is built to find flow improvement measures to lower the turnaround time for aircraft component MRO processes. This framework is tested in a case study at KLM E&M. The main research question that is answered in this research is: What flow improvement measures can be used to lower the turnaround time of components in aircraft component MRO processes such that the average turnaround time can be lowered from 21 to 10 days at KLM E&M? To create this framework, case studies of aircraft component MRO processes were analyzed. Four quantifiable characteristics were found, being: flow type, amount of repair paths, equipment criticality and the moment of work-scope determination. Afterwards applicable improvement theories were studied on these characteristics and a framework was created for aircraft component MRO process flow improvement. Hereafter, a case study process was researched using the DMAIC cycle. First of all, it is advised to introduce two new KPI's; the 'TAT-waiting time' and the 'On time start', to monitor the waiting time. Furthermore, it was found that the shop has a single piece flow, the process follows a single path, the equipment is not critical and that the work-scope is determined during the process. When these characteristics are put in the flow improvement framework, it can be seen that lean, lean in MRO and quick response manufacturing fit best for the case process. However, in the case process the work-scope determination should be moved forward to be able to plan the work better and create a pull process. The selected improvement theories were researched in more detail on flow improvement measures. By using a simulation model it was found that with a supermarket system with a capacity constraint, an increase in technician capacity, lower disruption times and amounts, it is possible to lower the total TAT of the case process to 10 days on average. It can therefore be concluded that the improvement framework works for this case. For further research it is recommended to investigate the use of other simulation software and expand the simulation model to the total component MRO supply chain. Furthermore, it is advised to test the framework on other processes within KLM E&M and at other aircraft component MRO companies.