Rolls-Royce Civil Aerospace – design and manufacture.
The civil division is the largest within the Rolls-Royce group. It provides power solutions for numerous civil aircraft applications and is currently the 2nd largest engine producer in the world.
With over half its revenue derived from services, the business has changed shape significantly over the past 10 years and is still evolving today.
The Business Challenge
As a company mature in applying Lean and Six-Sigma methods for many years, the objective was to create a visible representation of the sector level value stream and KPIs, that could then be used to validate alignment and impact of current improvement activities.
Business goals could all be evaluated to assess their conduciveness to the value stream needs, including other lean indicators such as duplication and bottlenecks relevant to key processes.
Once completed, internal Black Belt resource could then allocated to take ownership of the work streams and manage improvement programs in their areas.
How We Helped
– Integrated the input from senior programme executives to achieve buy-in
– Drove data collection to populate VSM and highlight opportunities
– Led programme and coached Black Belts to ensure the tasks continued
– Created alignment across four major engine programmes; giving a collaborative focus and reduced duplication
– Stopped non-essential activity and realigned to customer/business imperatives
– Identified value stream constraints and key processes to target improvement efforts
The Customer’s View
“To deliver this Gavin led the project to drive process flow mapping at a business sector level. This has proved extremely valuable in aligning 4 main engine projects to the sector level aerospace strategy. Gavin demonstrated both technical and leadership skills and engaged across the organisation at all levels”.
S Adam – Director HS&E and Business Improvement, Rolls-Royce Civil Large Engines