How an Aerospace Manufactoring plant became 70% more efficient with a Lean Culture?

Client: A leading aerospace manufacturing plant

Duration: 6 months

Objective: Create a lean, efficient operational culture to drive precision, quality, and agility in production.

Precision and efficiency are non-negotiable when you think of an aerospace manufacturing plant. You can’t operate such a plant with processes lacking to meet the expected lead times, not to forget that the quality can’t be compromised. 

The case in point today is that our client who was a major aircraft manufacturing plant who had built its reputation on excellence. From landing gear assemblies to flight control systems, they design critical aerospace components that keep aircrafts flying safely across the globe. 

But what happens when traditional processes and outdated workflows stand in the way of excellence? For this client plant, these challenges limited growth and threatened to erode its brand value they had built over the years. 

Though the plant had to work on a high variety of production scale, it struggled with low volume of production. It was leading them to use shared resources which started resulting in frequent setup changes. For an environment where every detail mattered, it was doing more harm than good. They found it difficult to uphold the exact standards for precision and quality with such a system.

Key challenges included:

• Inefficiencies in workflow due to frequently changing production setups
• Maintaining impeccable standards across various product variations required constant vigilance
• Limited resources and floor space caused bottlenecks in production
• Team members lacked the training and tools needed to embrace lean methodologies and own the transformation process

The warning signs were clear: delivery dates were slipping, on-time delivery rates plummeting, operating costs soaring as the team struggled to catch up through overtime and rushed shipments. They needed a way to improve lead times, minimize waste, and reduce disruptions without sacrificing the quality that their customers expected. It was a tall order but one that can be achieved with a dedicated change-leading team. 

After trying everything in the traditional playbook such as adding shifts, buying new equipment, hiring more quality inspection members, when the solutions felt like a band-aid fix not resolving the fundamental issues, their leadership team came to Change Et Al. 

Our team began by conducting an in-depth analysis of the plant’s current workflows. Our consultants (change agents) visited the plant and during the visit they pinpointed that the root cause was at a source the client didn’t expect. The challenges weren’t just technical—they were cultural. 

The absence of standardized processes, limited cross-functional communication, and a reactive rather than proactive approach to problems were at the heart of their challenges. 

At its core, this lean transformation focused on lean principles. We implemented a methodology that aimed at improving efficiency, minimizing waste, and fostering a culture of accountability and collaboration.

We identified bottlenecks, inefficiencies, and areas for improvement and then partnered with the client’s leadership team to design a roadmap for change.

The plant leadership recognized that sustainable improvement would require more than just technical solutions – it needed a fundamental shift in how people worked together and approached problems. This realization led them to seek expertise in lean transformation.

Here’s how we did it:

1. Value Stream Mapping: We mapped the entire production process, from raw material intake to final product delivery, to pinpoint inefficiencies and opportunities for optimization.
2. Lean Training and Kaizen Events: Through a series of interactive workshops and Kaizen events, we empowered cross-functional teams to collaborate, share ideas, and develop actionable solutions.
3. Kanban System: A pull-based production system was introduced to ensure production aligned with customer demand, reducing excess inventory and improving batch flow.
4. Visual Controls: Tools like poka-yoke and real-time dashboards were implemented to detect and address deviations quickly, ensuring quality at every step.
5. Performance Metrics: New systems for monitoring progress allowed teams to measure outcomes against delivery plans and resolve issues in real time.

The transformation process spanned six months, and the result spoke for itself. With a clear roadmap to achieving a leaner culture, the aerospace plant achieved: 

• 70% Reduction in Lead Times: Streamlined workflows and reduced bottlenecks enabled faster delivery cycles.
• 50% Increase in Productivity: Teams became more efficient, resulting in higher output without sacrificing quality.
• Fewer Operational Disruptions: Structured workflows and improved communication eliminated common pain points.

All of these factors improved customer satisfaction, leading to new offers and a strong market presence. 

The key to this transformation wasn’t just in the tools or systems—it was in the people. At Change Et Al., we believe that change is only sustainable when it’s driven by a strong cultural foundation.

Through on-the-ground Gemba meetings, training programs, and fostering a sense of ownership, we helped the plant’s workforce become active participants in their own transformation. Employees weren’t just following instructions—they were driving the change themselves.

This cultural shift has set the plant on a path of continuous improvement, ensuring that they can adapt to future challenges with confidence.

Change is never easy, but it’s essential for businesses to thrive in today’s competitive landscape. At Change Et Al., we specialize in guiding organizations through these pivotal moments.

For the aerospace plant, our tailored approach and deep understanding of lean methodologies delivered not just operational improvements, but a renewed sense of purpose and collaboration across their teams.

If your organization is ready to embrace change and unlock its true potential, we’re here to help.