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How do you make a pig fly?

Business transformation in a large scale, complex engineering environment

When Land & Joint launched its business improvement programme early in 2009,the division was beginning to be successful following a lengthy formation period, but there was clear need for improvement. Particularly around:
improved on time delivery, reduction in the cost of non quality, and improved customer satisfaction.
In addition to the short term objectives, the plan also had to support the longer term strategic objectives of the business in its intent to move from being an equipment and service provider to that of being a system of systems
integrator and capability based service provider(contracting for availability)

Any improvement programme is challenging but the Land & Joint programme is further complicated by the complexity of its operating environment. In that it is a division "recently" created through the integration of several companies with their own heritages. That delivers technically complex solutions and programmes that range from being very
short notice and immediate delivery, to those that run over many years.

This presentation will provide a fascinating insight into making change happen in a complex engineering environment.  Chris Webb will share:

* How the business drivers for Land and Joint division were understood and used to define objectives for the change programme.

* How the change programme was established based upon the 3 key and integrated enablers of  process, capability and culture.

* How the quick performance improvement required for today's environment is being delivered while preparing for the future needs of the business.

* How CMMI is being used as an objective way of planning the change and measuring achievement.

* How CMMI and lean six sigma are working together to improve processes.

* How processes are being developed appropriately to the capability of
staff.

Of course it is the results that count and Chris will discuss how performance has already changed.

Speakers

Chris Webb , Quality and Business Improvement Director, Thales

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