Defence and Aerospace

“Wide-ranging change and efficiency programmes, major reorganisations and significant cost pressures are just some of the common challenges facing our clients in this sector on a daily basis...”

Martin Green, Bourton Group

Bourton Group; Defence and Aerospace

The current climate of change in this sector means there are pressing needs to look afresh and engage teams in improvement.

In Defence, the intent to transform working relationships between the MOD and Industry and the compelling need to support current and future operations adds to the complexity.  On the Civil side fierce global competition and the economic environment are key drivers.

Streamlining processes, eliminating waste and reducing cost to ensure scarce resources are focussed on what really matters to the customer is key to meet the challenging goals.

We can help.

Initially gained in manufacturing, we have 40 years of experience in operational performance improvement, with 20 years experience in this sector.  Our successful track record includes a wide range of assignments with the UK Armed Services, key MOD organisations and IPTs and leading Defence companies.

We are seasoned practitioners of Lean Sigma and Continuous Improvement and we are firmly committed to transferring our knowledge and skills to your teams.

We don’t have a motto, but if we did it would be,
“Change done by you, not to you.”

Contact us to find out more
 

Case studies and project summaries

We have wide-ranging experience at all levels, from supporting strategic change to hands on implementation of direct operational improvement.

Defence Aviation Repair Agency

Develop Lean maintenance facility for VC10 to achieve radical performance improvement.

Defence Equipment & Support (DE&S)

Development of an Enterprise Level Business Process Model, Governance arrangements and a Process Improvement methodology for DE&S, aligned to the PACE programme.

Army

Key design and facilitation role in the Army Staff Business Process Review (BPR) programme (part of Project Hyperion – the integration of HQ Land Command and HQ Adjutant General).  Development of a combined Army Staff framework and Enterprise level Process model. Development and facilitation of BPR events and successful training and skills transfer to in-house team.

RAF (HQ Strike Command)

End-to-End review of Administrative functions and processes within RAF as part of the development of the agile Air Force and creation of single TLB. Identification of potential revisions to trade and branch structures and potential benefits from process improvement and optimisation. 

DE&S (Defence Supply Chain)

Senior advisory role to the DG DefSC Board – providing industry best practice input and facilitating identification of potential synergies, common interests and approaches between functions with DSC.

HM Naval Base Clyde

Lean process improvement and skills transfer as part of the Maritime Change Programme at Faslane.

Attack Helicopter IPT

Development of a joint Lean Future State Vision and model for the Apache Attack Helicopter team comprising the AH IPT and Augusta Westland.

Thyssen Krupp Aerospace

Various assignments including facilitation support, strategy development and development of ideal Lean site layout.

MOD (DARA)

Design, facilitation and training for a major culture change programme at Defence Aviation Repair Agency covering St Athan, Almondbank, Sealand and Fleetlands, winning a prestigious National Training Award. Design and delivery of fast track development scheme.

Defence Support Group

Senior team direction setting workshop and support to develop the Change & Transformation Strategy for the newly formed Defence Support Group.

Whole Fleet Management IPT

Design and facilitation of the joint Industry/Authority Convergence programme for Whole Fleet Management; Benefits Realisation planning support; training and support to establish, develop and improve Lean processes related to implementation of Whole Fleet Management.

Heathtecna

Operational efficiency improvement support to this leading manufacturer of aircraft interiors.

Atomic Weapons Establishment

Design and delivery of a Lean implementation programme within the manufacturing division, safety shift and hydro dynamics focused on skills transfer and trials lead time reduction.

British Airways

Senior Leadership team development programme in BA Avionic Engineering.

Meggitt Aerospace

Current state value stream analysis and development of future state design for business processes at Dunlop Bestobell.  Formulation of key actions and implementation plan.

Doncasters

Improvement of supply chain arrangements for Plant Maintenance at this leading aerospace components manufacturer.