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Optimisation of global development process

Aeronautics sector, industrial supplier
Lean development
Customer scope: 

R&D manager, R&D director, Quality

Efficient Innovation team: 

1 mission director and 2 consultants

The current process was highly complex, comprised a multitude of documents stored in no particular order in an E-room and was impossible to use for a project manager who was just starting. Moreover, it did not include a design-to-cost aspect, cost being viewed as a result and not a target or design constraint.

Mission method: 

We analysed the current process and all the stored documents.

We interviewed the different designers and identified good practices.

We researched into what was the strict minimum requirement to develop a project, and numerous actions which were maintained out of habit were removed from the process (this halved the number of deliverables simply by retaining those of use to the project).

We then defined an optimised process to allow the company to develop the “right” product; complementary processes were added depending on the aircraft company (phases specific to Airbus, Boeing, etc.).

To make the process easily accessible, it was digitised; from a macroscopic process it is possible to zoom down to selected examples from other projects, templates to fill in, specific conditions for method application and use, etc.

This optimised and simplified process design is easy to access and use by any project manager, including beginners.

The global process starts at the reception of a call for tenders and covers all stages through to industrial-scale production, including configuration management, project management, make or buy choices, etc. 

Mission outcome 

The new process has been shared and approved at the corporate level and is used systematically.

We trained and coached method coordinators to help facilitate and deploy certain design and optimisation methods.

Quality is the guarantor of application of the new process.

Indirect mission outcome 

The designers have now integrated cost constraints into their choice of design and no longer work on a design-to-performance basis.

The people appreciated working as a project team right from the start of design while also taking the industrial aspects into account.