Executing the Vision – Case Study
“Facing the challenge of ensuring we didn’t fail on our commitments to our customers, employees and shareholders we need a way of grabbing the strategic vision and making sure everyone is aligned on what we need to deliver. We need to create accountability and measurement.” CEO
Current Situation and Background
Private Equity owned Aerospace Group, Investment has been high and looking to invest and grow even further. Performance a priority on certain customer products with potential of increased customers volumes on the horizon. Focus and improvement needs to be made in regard to Lean Implementation, Waste Elimination, Machine Utilisation, Reduced Costs to ensure ramp up so these volume increases can be achieved. Operations run over 3 sites.
Actions and Recommendations
Executive Coaching and workshop meetings organised (weekly and monthly) to analyse and work through Shareholders and Exec teams 3/5 year objectives. Organic and In-Organic growth options, operational and financial performance and locking down the objectives for the Group.
Implementation of Strategy Deployment (Hoshin Kanri) throughout the organisation. Workshops and training were given to the leadership teams from all sites, coaching sessions to generate the next level of execution. Focused on
- Alignment to Shareholder/Executive Vision
- Next 12 Month Objectives
- Improvement Priorities/Projects
- Key Performance Indicators
Governance process implemented to monitor execution, coaching and mentoring sessions on how to structure the meeting, question and challenge with dignity and respect. Middle Management coaching on implementation and using the A3 Problem Solving Process.
Strategic Vision Examples
- Double Top Line Sales in 5 yrs
- Double OP % to Sales in 3 yrs
- Reduce Mfg Cost/Unit 50% in 3 yrs
- Reject PPM Reduction by 90% in 3 yrs
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