Transformation of a large aircraft manufacturer's design office
Context and objectives
The Engineering division of an aerospace industrial leader had to concurrently face several change factors: internal organization change, new business model, evolution of the products towards more complex systems in a more complex industrial environment, cost reduction plan at company level. This situation was leading to several emerging local initiatives with un-coordinated reporting lines and decision processes.
On request of an executive board member, STEP Consulting helped this customer to set-up a change platform that could steer in a consistent way all its actions towards four objectives:
Make the new organization work efficiently
Adapt to the new company model
Improve the performance
Innovate and prepare the future
Our experience on this type of program allowed us to perform the framing in 3 months, by federating in a single platform local projects in each Centre of Competence and transverse projects at engineering level. The governance rules of the platform and projects have been defined and fully deployed as part of our assistance.
In a second step, we supported the different projects until concrete achievements, from a financial & operational stand point.
The platform is set-up and running, with strong visibility and involvement from top-management
Cost savings targets are secured:
7% of savings achieved the first year
15% headcounts reduction 3 years plan secured
~30% indirect headcounts reduction
Transverse projects deliver practical results from the first year
20% savings on methods and tools costs
Set-up of a new monthly steering organization for 10 Centres of Competencies
Reengineering of a major development program WBS and practices on ~300 work packages
Rationalization of R&T program on ~20 strategic axes