RLG International Results Stories

A Success Story at an Aerospace Company

How a leadership team drove focus and accountability to deliver bottom line results

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Key Objectives

In September 2006 this American Aerospace company and RLG began a project focused on improving bottom line results of the Build Team.

The company builds a multi-mission, heavy-lift transport helicopter. Its primary mission is to move troops, artillery, ammunition, fuel, water, barrier materials, supplies and equipment on the battlefield. Its secondary missions include medical evacuation, disaster relief, search and rescue, aircraft recovery, fire fighting, parachute drops, heavy construction and civil development.

In 2007, this team was responsible for building twice as many helicopters than they did the year before, not an easy task to double their output. The team would require a paradigm shift - a new way of doing business. They would need to build relationships with their internal and external customers, internal and external suppliers, and all associated with the production of the aircraft. Historically, the team had struggled to execute their statement of work in a timely and cost effective manner.

When RLG arrived in 2006 the entire program needed to be at full rate production to meet their 2006-2007 delivery commitments. The program was facing mounting pressure from the US Army and foreign governments to meet this challenge due to the requirements imposed by the War in the Gulf (Iraq) and the War on Terror (Afghanistan). Actions required to address this need were also mounting from within the company as the program was missing its delivery and cost commitments.

Many of the front line managers had recently been promoted or moved to the program resulting in some degree of disruption. The team leader had also recently been promoted. In short, he would need to quickly develop and grow a team that was facing a huge challenge. The entire program was over budget and missing critical delivery milestones. The team leader implemented a detailed plan to manage the teams and regain their focus.

In doing so, the team was able to increase efficiency by drawing down a learning curve, building the aircraft 'in-station', and increasing the capacity (and capability) of leadership team to more proactively manage their business.