Rolls-Royce / 2011–2014
Leading engine assembly and improving production planning.
Improving flow, planning, and delivery at Rolls-Royce—the operational grounding I bring to technology leadership.
- people led on assembly
- 45
- on-time assembly delivery
- 100%
- planning adherence
- >95%
The challenge
Maintain quality, safety and customer delivery as final engine assembly volumes increased, and improve the reliability of production plans.
My role
Production Leader, followed by Production Planning & Control Manager. I led 45 people on final assembly and later coordinated production planning across facilities in the UK and Singapore.
What I did
- Implemented a single flow line and improved shop-floor control to track engines through assembly.
- Connected customer requirements, supply-chain inputs and factory capacity to build realistic production scenarios.
- Built planning and reporting tools to make the customer of each engine visible to the shop floor (building customer intimacy), delivery risks visible, and focus operational intervention where it was needed.
What changed
- Maintained 100% on-time delivery during growth in final assembly volumes.
- Supported a sustainable increase in throughput from three to five engines per week.
- In production planning, improved weekly launch and completion adherence from below 50% to above 95%.