People development – central to performance Aerospace case study<\/p>\n
Interim Role : Aerospace Engineering Transition Director – Head of Engineering Turnaround<\/p>\n
Background:<\/p>\n
The business is a \u00a3130m subsidiary of a major Global Aerospace Group. The products and programs are complex high technology and engineering\u00a0 led. The board had failed to 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 deign – manufacture A series of initiatives led by an recently promoted engineering director had failed , and no one knew why. The legacy was serious motivational, cost and quality variance, delivery , and customer\u00a0 satisfaction matters. The issues were due to s systemic cultural gap sin professional management at executive level, that required a different approach that went beyond the norm of the aerospace industry. The objective as Transition director and Interim Head of Engineering was to\u00a0 turnaround the engineering capability \/ to create the capability on which to grow the business and attract some major product development to raise the value add and profitably grow the business.<\/p>\n
\u00a0Ability to integrate into the client company:<\/p>\n
Immediately implemented a team motivation plan to retain and develop the scarce resource. Working very closely with the MD and other key board members, \u201cIntegrated quickly into the client team\u201d. \u201cWithin 3 days identified\u00a0 the issues,\u201d Defined and implemented the team development, engineering structure, and outsourcing strategy and recruitment requirements to create the capability to 100% deliver on time to budget.<\/p>\n
\u00a0Impact on the business \/ bottom line:<\/p>\n
\u201cSignificantly over delivered in unexpected ways beyond the brief\u201d \u201cdelivery across many aspects to create a stronger team with adherence to the new structure\u201d, \u201cprotected bottom line through risk reduction\u201d devolved ownership of the budget with the team structure of KPIs \/governance process. \u201c4 pronged\u201d Vendor collaboration strategy implemented creating new ways of working for the Aerospace industry. Attracted\u00a0 through uncompromising recruitment process some of the best industry experts. Created the basis of the Engineering Academy and create a centre of excellence. The recently appointed engineering directors role was once in question, but as a consequence of the work done \/ structure created raised\u00a0 the bar to outperform some of his peers on the board. Customer satisfaction raised from 55 \u2013 76%.<\/p>\n
\u00a0Working style<\/p>\n
In order to create a centre of excellence\u00a0 a complete focus on creating a high challenge \/ supportive fast learning motivating environment \u201cVery challenging,\u00a0 with a tendency to solve every issue\u201d delivering an outstandingly capable team delivering complex aerospace engineering on budget on time, with the internal framework and supporting capability to create the basis of a centre of engineering and customer excellence, and attract and develop the best team members.<\/p>\n
Leadership \/ people management skills<\/p>\n
Very strong challenging but highly supportive leadership, \u201cthe engineering team could not have performed at that level with out your support\u201d, \u201cthe behaviours now support the structure and need to move forwards\u201d. Whilst stakeholder management was complex until the engineering directors capability was confirmed,\u00a0 he is now performing better than most of the other board members managing a very complex customer facing high tech engineering environment with a team capable of becoming a centre of excellence<\/p>\n","protected":false},"excerpt":{"rendered":"
People development – central to performance Aerospace case study Interim […]<\/p>\n","protected":false},"author":5,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13,14,21,15,16,1],"tags":[20],"class_list":["post-596","post","type-post","status-publish","format-standard","hentry","category-globalisation","category-growth","category-interim-management","category-management-development","category-news-2","category-uncategorized","tag-interim-management"],"yoast_head":"\n