The Aircraft Intermediate Maintenance Division (AIMD) at Naval Air Station (NAS) Lemoore, CA, has worked aggressively to reduce engine maintenance time using the tools of the NAVAIR Enterprise AiRSpeed (AiRSpeed) program. AiRSpeed is a system created by the Naval Aviation Readiness Integrated Improvement Program (NAVRIIP) to enable cost-wise readiness across the naval aviation enterprise. AIMD Lemoore has achieved time and cost reductions at the maintenance activity level using AiRSpeed's prescribed tools of Theory of Constraints, Lean, and Six Sigma, but could further improvements be made by changing the organization's structure or management practices? In an effort to answer this research question, AIMD Lemoore teamed with the Naval Postgraduate School's Graduate School of Business and Public Policy to explore organizational modeling as a method for identifying potential modifications to the organization that may improve AIMD performance. Specifically, AIMD leadership focused on improving F414 aircraft engine maintenance by decreasing engine throughput duration. The objective of this effort was to provide the NAS Lemoore AIMD 400 Division with recommendations on how their organization could be restructured to decrease F414 maintenance cycle-time. To meet this objective, NPS developed an organizational model of the 400 Division that described their current F414 maintenance process. This model was then modified to characterize the impact of organizational changes on maintenance cycle-time. This paper is organized into four sections. First, a literature search provides a basis for understanding organizational modeling in general as well as techniques specific to the POWer software employed in this project. The second section discusses the study's research methodology. The third section presents the results of the modeling effort. Finally, section four presents project conclusions and recommendations for restructuring the 400 Division.