A €3Bn Global Aerospace Group that design and manufacture aircraft engine components, supplying most of the major global aero engine builders. The opportunity was to get the financial management right and capitalise on the high growth potential to design and build aerospace engine components at this traditional facility. With a history of over 80 years aerospace design – manufacturing a series of initiatives led by a recently promoted engineering director had failed and no one knew why. There was serious motivational, no financial management and budgeting, cost and quality variance. Delivery and customer dissatisfaction was at crisis levels with the associated contractual risks. The solution required a different approach that went beyond the norm of the aerospace industry. The objective was to get the financial management right, turnaround and create the capability on which to grow the business, design and launch new products and attract some major product development contracts to raise the value to add and business profitability.
Immediately implemented a team structure, governance, financial controls motivation plan to retain and develop the scarce specialist engineering resource. Working very closely with the MD and other key board members, “Integrated immediately into the client team.” Within days identified the issues, implemented and defined a containment strategy, engineering structure, budget and financial controls, outsourcing strategy and recruitment requirements to create the capability to deliver on time to budget.
The improved financial and project governance created a strong team with adherence to the new structure to manage the complexity”, “protected bottom line through risk reduction” devolved ownership of the budget to the team through a structure of KPIs /governance process. Created an Engineering Academy and the foundation of a centre of engineering excellence.
The 4 pronged Vendor collaboration strategies implemented by setting a new standard for the Aerospace industry, to attract and recruited some of the best industry experts. In 3months – external customer satisfaction was measured and improved from 55 – 76%, and program on time delivery from a negligible to 85%.
In order to create a centre of excellence a complete focus on creating a high challenge / supportive fast learning motivating environment
Teams comments: “Very strong challenging but highly supportive leadership” “thank you for pushing through and resolving many of the issues both me and the Engineering team have had difficulties resolving for some time “ “I learned a lot at your contact and I would like to take this opportunity to thank you for your support”. “So, it’s been great working with you over the last six months or so. You’ve certainly brought a new dynamic to the management team here and put in place some robust and sustainable practices; Our big job now is to keep it going and move even further forwards. We have some good people now and I’m confident that we can do it.”
“You’ve certainly brought a new dynamic to the management team here and put in place some robust and sustainable practices; Our big job now is to keep it going and move even further forwards. We have some good people now and now I’m confident that we can do it.” Paul G. Exec