Complex program management

As one of the world’s leading aircraft makers, this company was keen to develop new models to add to its product range. These models included derivatives of existing types and entirely new aircraft. However, the company faced high development costs, a complex supply chain, and significant customer pressure to bring these models to market quickly and efficiently.

Challenge
This manufacturer’s customers expected shorter lead times, less cost, and highly customized products. In addition to these complexities, the manufacturer was faced with high production volatility in their pipe-line. In the launch of this new aircraft model, the team encountered difficulties in developing the cabin and associated systems. Problems were caused by the need for a high degree of customization to meet individual customer demands, continuously shifting customer allocations, and an ambitious launch schedule.

Approach
The aircraft manufacturer and A.T. Kearney formed a joint team to set-up a cross-functional Operations Control Center in an innovative approach to program management. The team managed the launch across Programs, Engineering, Section Assembly, and Final Assembly.

The program’s scope included planning, executing, and monitoring the launch of the first 40 aircraft, which were delivered in 20 different versions. Its success depended on solutions for complex production scheduling, manufacturing and technical challenges, and the problem of orchestrating thousands of engineers, numerous production sites, and a diversified supply base.

Results
The work of the program management team helped achieve:

• The smooth launch and delivery of the aircraft to required deadlines and output rates
• The roll-out of this management process to other aircraft programs
• A confidence boost that supported the organization’s race for large aircraft leadership
• A benchmark process within the cabin customization community