Building a new operating model, while decreasing indirect headcount and redesigning the organization structure of a world-class aerospace supplier.
Building a new operating model, while decreasing indirect headcount and redesigning the organization structure of a world-class aerospace supplier.
2 PagesBuilding a new operating model, while decreasing indirect headcount and redesigning the organization structure of a world-class aerospace supplier. Challenge Despite the company experiencing strong growth over a five- to 10-year period and winning several new contracts and clients, evolutions in cost levels and complexity were unfavorable and EBIT decreased drastically, in particular due to surging indirect headcount. A complete turnaround was needed. Approach The approach was structured around three core modules: Introduce flow thinking and prepare the go-live of the first new operating unit Identify optimal operations models and define the industrial vision for the entire company Define a lean global organization to reduce indirect headcount in the short term and insure long term competi
