Design Office Transformation
Context & objectives
The R&D department of a global leader (x 000 FTEs, x million hours per year across x00 different projects) is facing major challenges over the next 1–2 years :
- Rapidly increasing development workload
- A mix of new product development and client-specific customizations
- Need to stabilize the operating model following a major shift to Agile ways of working
The Chief Technical Officer mandates STEP Consulting to :
- Conduct a performance diagnostic and review existing improvement initiatives
- Define a Transformation plan aligned with a target of x0% performance improvement within 2 years
The projects need to cover all Engineering functions…
- Architecture and Integration / General Engineering Studies
- Aerostructures and Systems Installation
- Equipment and Systems
- Flight tests
… and address all kind of development activities
- Customization contracts
- New aircraft development
Results
Complete diagnostic delivered in 6 weeks and validated with the CTO and their team :
- Audit and prioritization of ~60 existing projects
- Review of business cases for ~20 projects and consolidation of projected savings
- Top management prioritization workshop (1 day)
- Validation of gaps against the 2026 targets
Definition of a new 2-year Transformation project
- Reinforced monitoring of existing projects
- Scoping of ~20 new projects
- Implementation and facilitation of governance for the entire Design Office
Direct support to priority projects across three axes :
- Engineering Foundations : performance and risk control tower, systems engineering & MBSE
- End-to-End process : Value Stream Mapping accross full cross-functional activities
- Product & Standardization : “product line” approach at different architectural levels
High ambition level per wave
- Wave 1 : x00kh yearly savings vs workload baseline on 3 years horizon
- Wave 2 : additional x00kh savings
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