Discover how we approached a significant change programme for one of the world’s most respected design, engineering and project management consultancies, navigating a challenging business landscape.

Spitfire responded to the call to arms made by the UK government during the COVID-19 pandemic by bringing its expertise to a series of projects designed to help the nation produce more ventilators, personal protective equipment and food for NHS hospitals.

We’re delighted to have designed and delivered a series of Virtual Improvement Workshops focused on bringing our client’s team closer together and delivering tangible process efficiency improvement.

We developed a bespoke Coaching Capability Programme to create increased levels of engagement by inspiring leaders so they in turn could inspire others. Performance improvements were realised in all aspects of performance (Safety, Quality, Cost, Delivery, People) using a CI approach. The return on the coaching investment was more than 4:1

Our client, a critical supplier to the NHS supplying chilled and frozen products, needed to dramatically scale up production output to meet the unprecedented surge in demand resulting from Covid-19 admissions. Through a combination of rapid problem solving and effective project management we enabled them to meet the challenge.

Our client is a global player in delivering major infrastructure projects. The increasing pressures on delivery timescales and project margins drove a need to look at the end to end business differently. Leading a strategic review with the business leaders we were able to identify major improvements to the business model.

Appointed as programme managers, we enabled a leading train manufacturer to successfully achieve ambitious delivery targets for the high profile launch of a premium new train service into the UK.

Following unprecedented levels of demand for precision engineering components manufactured onsite, the busy division of a global engineering company needed some expert support to dramatically increase factory output. A combination of process improvements and a capital investment programme delivered the volumes increase within the challenging timescale required.

The remit was to quickly stabilise delivery performance, restructure the organisation of the supply operations and develop capability across the local management team. All objectives were achieved within 9 months as late orders were reduced by 80%, a new organisation structure was implemented and high confidence in the leadership team to sustain the wins was established.

We supported the implementation of best practice processes in a new facility being established by our client. Included management planning, operational project management and delivery, visual management performance, and the daily management and delivery of an effective manpower planning function.

The mandate was clear; to implement a gold standard machining cell in a newly designed and created lean production facility. Deploying best practice thinking allied to latest automation technology and Industry 4.0 principles we enabled our client to turn ambition into reality and beyond.