Clients

A&D companies continually have to review their practices to address current challenges, which include: globalization, supply chain restructuring, costs and lead times reduction, changing customer expectations, information management complexity, global and integrated services.

Mews Partners offers a full set of consulting services to:

  • Manage the product life cycle and collaborate throughout the extended enterprise
  • Master product complexity and promote standardization
  • Boost R&D efficiency, apply Lean Engineering practices
  • Develop agility, value creation and flexibility all along production and service phases
  • Improve supply chain performance
  • Promote customer focus and innovative services.

Case Study

  • Transformation & Change Management

    General competitiveness plan

    Aerospace Industry

    Methodology

    • Interviews at all hierarchical levels, multi-function workshops for root causes analysis
    • Presentation and discussions around experience feedbacks and external benchmarks
    • Recycling of existing initiatives (stop or converge)
    • Definition of a roadmap of projects (charter with indicators and objectives, team, sponsor, next steps)
    • Creation of a change management plan

    Results

    • Convergence of all players (multiple sites, business units…) and management
    • Clarity of the vision and way to go, devised and communicated at different levels of management
    • Visibility over first results (set decisions…)
    • Rekindling of poorly received processes
    • Identification of latent problems and acceleration of the implementation of “heavy” actions (Evolution of the organization, new processes)
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  • Product & Service Value

    Innovation projects portfolio management for Customer Services

    Aerospace

    Methodology

    • Scope innovation portfolio
    • Evaluate R&T Projects and scope through experts’ interviews
      Manage projects through the deployment of Lean Management principles

    Results

    • Building of the roadmap of Customer Services Research
    • Definition of Projects Agreements to scope the projects: objectives, planning, work breakdown, gross cost estimation…
    • Monthly progress reviews based on Lean principles:
      – Definition of an Obeya to develop Visual Management and foster decision making
      – Focus on knowledge learning and standardization as means to pilot R&T projects (e.g.: knowledge gap identification and analysis)
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  • Transformation & Change Management

    Technical Directorate Transformation

    Aerospace & Defence systems manufacturer

    Methodology

    • Quick setup of a transformation plan
    • Productivity project through product modules re-use
    • Redesign of a balanced organisation projects/modules
    • Alignment of functional architectures and organisation
    • Promotion of the transformation to the Business Line
    • Steering of the plan definition and maturity according to the internal process

    Results

    • Validated synergies on the short-mid term covering twice the initial investment
    • Application of a system architecture framework for the modular policy
    • Roadmap for an organisation evolution of the engineering to this framework in 2 times
    • Maturity of the transformation compliant with the stretch deadlines from the Corporate
    • Improvement of the plan visibility to the Business Line, earning strong support from the CEO
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  • Product & Service Value

    Multi-national product competence centre

    Defence systems manufacturer

    Methodology

    • Collection of expectations from managers, internal customers and key prescribers
    • Structuring of the product range
    • Definition and adaptation of various processes: products, projects, industrial and skills
    • Set up of business case and governance
    • Definition of internal rebilling model to projects
    • Tuning of the Operations organisation

    Results

    • Allocation of development process tasks in multi-national
    • Decision and adaptation schemes of the product offer
    • Quantification of expected project costs savings, net of rebilled structure costs
    • Quantification of the funding need for competence centres
    • Start of the incrementally modified key processes, with attached governance
    • Transition dual organisation skills – competence centre
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  • Product & Asset Lifecycle Management

    Functional support to the definition and deployment of a corporate core model

    Aerospace & Defense

    Methodology

    • Collect and refine user needs in the multiple Business units of the group
    • Prioritize needs
    • Specify the functions to be implemented in the corporate PLM system
    • Elaborate and follow up acceptance test cases

    Results

    • A set of methods, documents, templates to describe the core model content, capabilities and use cases, as well as the deployment process and the organization and work breakdown structures
    • Robust requirements: needs challenged by experts and design team, requirements prototyped in a pre-development environment, specifications complying to technical, economical and planning constraints, acceptance tests prepared and run with key users, non-conformances managed
    • Project roadmap built and validated for several business units
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  • Transformation & Change Management

    Change Management for a competitiveness plan

    Aerospace Industry

    Methodology

    • Interviews at all hierarchical levels, impact analysis sessions on main topics
    • Integration of social constraints in the approach
    • Elaboration of a change management plan focusing on mobilization and communication
    • Follow-up of the implementation of actions

    Results

    • Recognized involvement of the Executive Committee in the change management activities (informal discussions, regular communication)
    • Appropriation of the plan’s objectives by the employees
    • Motivation of the teams to be part of the plan (bottom-up ideas, involvement in working groups)
    • Development of a climate of trust (legitimacy of the plan)
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  • Product & Service Value

    Modularization of a new product line of Telecom Spacecraft

    Aerospace Industry

    Methodology

    • Segmentation analysis
    • Value analysis
    • Functional analysis
    • Optimization of industrial flows
    • Identification of modular logics and technical trade-offs
    • Exploration of technical alternatives with SBCE methodology

    Results

    • Definition of a modular Payload, bringing drastic savings on Payload critical path
      – Standardization of layouts and interfaces (while keeping bespoke detailed design to fulfil mission specificities)
      – Definition of technical sub-assemblies allowing parallelization of the flows and new “Make or Buy” opportunities
    • Improvement of Service Module modularity, bringing strong reduction of recurrent and non recurrent cost
      – Reduction of the number of variants
      – Avionics scalability (no more threshold effect linked to power range)
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  • Operations & Supply Chain Performance

    Procured goods stock optimization

    Aeronautics Industry

    Methodology

    • Diagnosis of As-Is stock management policy
    • Identification of leverages for decreasing stock levels
    • Management of the stock reduction project in 10 plants located in 4 different countries (PMO)
    • Organization and facilitation of workshops with ordering officers
    • Reengineering of ordering and stock management processes

    Results

    • Ordering parameters optimization and definition of Best Practices
    • Creation of stock level follow-up tools for ordering officers
    • Organization and implementation of inter-plants transfers, resale and scrapping of dead stock
    • Decrease of stock level by 10% within 12 months
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  • Digital Transformation

    Roadmap of factory 4.0 initiatives to modernize Assembly, Integration and Testing facilities

    Weapon systems manufacturer

    Methodology

    • Define the objectives of the transformation
    • Identify the technologies and their level of contribution to the objectives
    • Prioritize and define the projects to implement the opportunities step-by-step, starting with proof of concept
    • Evaluate the costs and proposal of schedule
    • Organize an event to generate adherence and identify project leaders

    Results

    • On 1 AIT site:
      • 40 opportunities described
      • 14 transformed into projects with a schedule and cost estimate
        • Augmented reality for inspection or production instructions
        • Real time production statistics
        • RFID
        • Virtual Reality for ergonomic studies or training
      • 10 proof of concept launched in 2016
    • Synergies with group initiatives identified (Robotics, Information Systems,…)
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  • Digital Transformation

    Support development of new services based on RFID technology for Airlines Operations

    Aerospace

    Methodology

    • Identify detailed use cases and “in-service” operational scenarios: inventory, maintenance history, monitoring of parts with short lifespans, structural health monitoring…
    • Support R&D in developing new RFID technological solutions based on the type of tag (high memory, low memory, interfaced with sensors…), the type of data collection (by mobile devices, by antenna readers integrated in aircraft…), and the type of data processing (on aircraft, on ground, on mobile devices…)
    • Define Business model: value assessment for the different use cases, investments, technological solutions, industrial scenarios and worksharing between key actors (Aircraft manufacturer, airline, MRO…)

    Results

    • Definition of a Business Model
    • Prototyping of new sensors with embedded RFID capabilities
    • Definition of an RFID strategic roadmap & project portfolio
    • Definition of RFID functional & product architectures
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  • Interview

    Témoignage Géo-intelligenceGeo-Intelligence: a renewed growth with sustainable improvement dynamics… and mobilized teams to perform the transformation

    At the end of 2012, the situation of Geo-Intelligence, Airbus Defence & Space Program Line, European leader on geospatial information market, is worrying: market shares are stagnating, the American competition is particularly aggressive and the overall financial position is worsening.

    The Geo-Intelligence Executive Committee is strengthened by the arrival of Bernhard Brenner, Chief Executive Officer, and Philippe Pham, Chief Operating Officer. The objective is to set a new growing path in 18 months. At the beginning of 2014, positive results are there: sales have increased by 10%, employees have recovered faith in future and a new dynamics has been set up. How can we explain this turnaround in only one year?

    In January 2013, GEO management starts “GEOPLUS”, a transformation plan which covers the four main countries (France, Germany, England and United States). It is the third plan in four years, thus social climate is stretched and it is essential to react quickly. What are the key success factors?

    Since the beginning, GEOPLUS is set up as an organized and paced plan. Philippe Pham gives the responsibility of this project to Hélène Lemonnier, who has been working within Geo-Intelligence for more than 10 years: she knows about the business and the teams.  “Objectives were very ambitious: we aimed at a significant increase of turnover and a decrease of 15% of costs. We had to quickly start the process: we involved teams, with the support of a robust consultants’ team from Mews Partners (ex Vinci Consulting). During the first quarter, we confirmed the preliminary diagnosis, structured the project plan and the governance, and launched several urgent actions particularly on purchases and on inefficient processes” highlighted Hélène Lemonnier. All in all, twenty four work groups have been launched on three topics:”business boost”, “operational excellence” and “cost reduction”. Leaders come from middle management and the action plans can start.

    “Lean” initiatives are set up, as process flow analysis, problem solving workshops and visual management. At the beginning, critical activities in terms of business and with a significant impact on teams are targeted: sales and bids process, order intake & customer support. Quickly, the approach has been spread to all domains, such as project management and images deliveries, and has allowed to review working ways and adapt organization accordingly. “Paced by collective brainstorming sessions, these initiatives, inspired of Lean principles, foster everyone to give improvement ideas, and are an opportunity to deliver short terms results, for example reduction of time spent in meetings or acceleration of decision making process” noticed Cyril Soulié-Lafferayrie, Senior Manager at Mews Partners.

    A knock-on effect is created: action plans leaders rely on multidisciplinary teams in order to highlight issues and identify solutions. An “idea box” has been set up and allows them to confirm action plans consistency with respect to teams’ expectations.  More than 130 people are involved in brainstorming groups and their work are shared with management and peers.

    A specific attention is made on change management, since the beginning of the project: the top management is personally involved in regular communication actions and through informal exchanges such as breakfasts with teams. “Change management is an integral part of transformation plan and is a way to initiate, through a structured and creative approach, a new climate of trust and boost motivation among teams” highlighted Sabine Dehais, Senior Manager at Mews Partners. Teams give regularly their feedback to management on implemented actions (interactive sessions, information flyers, awards …) and adjustments are done if necessary. “Unlike classical plans, each improvement, each success is shared with the people, showing that a major part of solutions are in the hands of each one” emphasizes Hélène Lemonnier. GEOPLUS objectives became all employees’ objectives.

    Today, the Lean programme has been rewarded within Airbus DS by an award of excellence, levers for cost reduction are activated, and collaborative working ways are rooted in everyday life. Continuous improvement dynamics is sustainably installed and is a major asset for Geo-Intelligence development on its high growth competitive market.

    Hélène Lemonnier (Geo-Intelligence) and Sabine Dehais (Mews Partners)

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They trust us

  • AIRBUS-GROUP
  • DCNS
  • SAFRAN
  • THALES