In the beginning there was an altimeter - Meggitt PLC

More documents

Recommendations

Info

Critical cogs Chris Allen, Programme Director, Transformation reflects on the processes that will put Meggitt in the right gear for success in 21st century engineering. In 2010, Meggitt launched a new organisation in which the management of 34 operating companies was centralised within five new divisions—scaleable businesses centred on key technologies. We have also started strengthening our processes. Covering all functions—and functions within them—special Transformation teams have embarked on a journey that will continue to see dozens reviewed, improved and standardised group-wide. As such, they will define the One Meggitt way of doing things—robust, quick and economic—and above all, integrated. Chris Allen oversees the Transformation team’s programme office (PMO) following his involvement in the highly successful integration of the group’s wheels and brakes businesses into today’s Meggitt Aircraft Braking Systems. He explains: “We are building a very powerful engine that will drive Meggitt forward for decades to come. Processes like this are critical. They are the cogs that will put the Meggitt group as a whole in the right gear for success in 21st century engineering. Slip a cog and we’ll have a less effective machine—but if they all interlock, their force will grow. That’s why getting these processes right—from the complex to the apparently simple—and then sticking to them, really matters.” Meggitt’s transformation is based, in part, on the assumption that very few functions stand alone, hence the holistic approach to process improvement. Critical business processes such as bid and pricing, programme lifecycle management and project engineering exemplify this cross-functional reach: all involve sales and marketing, programme management, engineering, finance and operations. The PMO’s role has been to help such functions play their part in coalescing them. The programme management office closes at the end of 2010. However, the journey of transformation will continue as project workstreams hand their processes over to the divisions where they will be embedded firmly into the thinking and practice of every function. ● Read our Transformation status report opposite. Read more about Meggitt’s group engineering excellence model and processes in the engage newsletter and programme lifecycle management in LIFE on mymeggitt.com/The Conversation/EXTRA. 00 2 REVIEW | WINTER 2010 Engineering LIFE Programme Lifecycle Management Newsletter Issue 01 November 2010 Trade compliance Operations Organisation development/HR Procurement Information systems Strategy, Sales & Marketing Finance
i) We have reduced the cost of running Meggitt by over £30 million per year, making us more competitive in our efforts to grow. ii) We have achieved critical mass in core areas, attracting invitations to partnership discussions and tenders for substantial programmes former independent business units could not have hoped to entertain. iii) A new sales, inventory and operations planning process (SIOP) has improved inventory control, on track to achieve year-end targets. iv) Three large SAP implementations have gone live based on Meggitt’s new global template. v) Procurement is delivering a solid analytical approach to our supply chain, supporting significant savings, sharpening processes and strengthening our teams. vi) Our new programme management process will enable us to perform cross-functionally and deliver our contracts on time and to budget. vii) We are improving our ability to win important, long-term business with a new bid and proposal process that ensures a rigorous approach across all key disciplines, underpinned by contracts guidelines that are helping us optimise our market positions across the group. viii) We are rolling out the engineering project management processes needed to standardise and improve the way we engineer our products and address the fundamentals of ‘smart’ engineering. ix) We have streamlined all engineering outsourcing activity and created a formidable off-shore development centre for the group of over 100 engineers. x) We are ensuring Meggitt thinking meets customer thinking. We have renewed our focus on customers by strengthening our approach to managing key relationships and have appointed a group level director of engineering and technology to boost our technology road mapping and inform group R&D investment. x) We have started sharing services. • Shared HR is up and running in the UK and the Americas with new tools to improve service levels. Following a successful pilot in the US, management training will be rolled out by HR across the group in 2011. • Shared IT, which started off in Southern California, is expanding into the UK. • Finance is working to establish centres in the UK and US and will follow the implementation of SAP. xi) Trade compliance processes are being integrated with SAP, improving our ability to conform to fast-changing regulation. xii) We have swallowed up significant organisational change, while delivering against the commitments we made to customers. We should all feel proud of the part we played in this aspect of Meggitt’s transformation. Chris Allen/16.11.10 Transformation status report from the PMO REVIEW | WINTER 2010 00 3 Transformation status report from the PMO
Page 1 and 2: A MAGAZINE FOR EMPLOYEES WINTER 201
Page 3: A new chapter Chief Executive Terry
Page 7 and 8: Modern naval frigates and destroyer
Page 9 and 10: Playing his cards right When Jim Si
Page 11 and 12: want to free people up to build on
Page 13 and 14: Above: Standing at 285m high, Switz
Page 15 and 16: Adding values The threads that bind
Page 17 and 18: We will act with act as a team focu
Page 19 and 20: own site’s interests to the fore
Page 21 and 22: FACTORY FOCUS FEELIN’ GOOD In the
Page 23 and 24: Dropping a crashworthy fuel tank fr
Page 25 and 26: Left: Operators in chest waders par
Page 27 and 28: Right: It takes real dexterity and
Page 29 and 30: Meggitt’s book of How? How to mak
Page 31 and 32: Ihad some experience of Lean Manufa
Page 33 and 34: working harder, productivity gradua
Page 35 and 36: There are, however, some areas Broo
Page 37 and 38: The main tail and rotor blades of o
Page 39 and 40: analytical team starts with the cus
Page 41 and 42: He lists the acoustic panels and bl
Page 43 and 44: It’s an aircraft Jim, but not as
Page 45 and 46: to draw on other Meggitt capabiliti
Page 47 and 48: it might not play well in your maga
Page 49 and 50: Above: The SK-64E. MPC Rockmart mak
Page 51 and 52: CHEMISTRY LESSON As MPC President P
Page 53 and 54: Plevin’s Eastern Promise Adrian P
Page 55 and 56:
improvement in performance under th
Page 57 and 58:
the region for several years, reels
Page 59 and 60:
The comfort factor, meanwhile, was
Page 61 and 62:
• Ice on aircraft wings remains a
Page 63 and 64:
certain frequencies of emitted ligh
Page 65 and 66:
Above: Bombardier’s C-Series low
Page 67 and 68:
Richard Greaves, Meggitt’s first
Page 69 and 70:
So, you reckon your job doesn’t e
Page 71 and 72:
Above: The right way: a series of g
show all

In the beginning there was an altimeter - Meggitt PLC

Create successful ePaper yourself

Delete template?

Save as template?