Business Challenge
Create a globally recognised composite aerostructures manufacturing capability, providing the opportunity for Nationals to develop and utilize skills and knowledge
Background

• The client’s 2030 Plan focused on a diversification policy, away from its traditional petrochemical sector, leading to the creation of several new productive high technology, capital intensive ventures
• As part of this plan, a significanvestment t inwas made in developing an integrated aerospace business

Business Challenge
To reduce product cost for a key product by 30% in order to become the preferred supplier of ejector seats for a major new aircraft.
Background
Our client recognized that a 30% reduction in product cost would be necessary to secure this critical contract.
Their initial focus was on replacing their ageing business systems, but soon realized that a more fundamental assessment of their manufacturing strategy was required.

• Working with a multi-disciplined project team, every component part of the entire bill of material was physically reviewed to identify synergies and manufacturing cell & stage opportunities.
• The manufacturing facility was then re-aligned into component group ‘cells’, and the assembly line prepared to allow for a flow-line stage build.
• Employees were trained and then asked to participate in Kaizen initiatives, enabling greater involvement and ownership of new ways of working.

Key Achievements & Value Delivered

• 30% product cost reduction.
• Lean operating architecture established.

Business Challenge
Design and implement a new Operating Model based on Lean Principles to enable a doubling of production rates as well as other significant operational improvement targets
Background
Faced with an order book demanding a doubling of their typical production rates and a facility requiring substantial investment, the change programme was launched, with our support, to meet order book requirements and provide a solid platform for future aircraft manufacturing capability

Approach

• Worked with the management team, union officials and members of the workforce to design the new Operating Model
• Designed separate production flowlines for Wing and Fuselage
• Implemented “pull systems” for all internally made components and supplied items
• Implemented cross-functional Integrated Product Teams
• Developed a “balanced scorecard” performance management framework

• 55% reduction in inventory
• 20% reduction in man hours
• Transfer of 60 indirect personnel to direct activities
• Substantial reduction in subcontracting costs