Engineering Management

An international aerospace organisation subcontracted a significant proportion of its component manufacturing and managed this process through a project team drawn from both contractor and sub-contractor. Significant problems were being encountered and due dates were increasingly at risk.

We undertook a full review of the process and identified a series of problems including late release of design data, lack of confidence in the master schedule, use of generic lead times and poor visibility of ability to achieve future milestones. A number of recommendations were implemented, including the use of component level reviews to determine individual lead times, changes in roles and responsibilities and the introduction of an effective monitoring framework.