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BAE Systems Puts People First: An iBASEt MES/Quality Customer Success Story
Technology Category
- Functional Applications - Manufacturing Execution Systems (MES)
- Functional Applications - Enterprise Resource Planning Systems (ERP)
- Functional Applications - Product Lifecycle Management Systems (PLM)
Applicable Industries
- Aerospace
Applicable Functions
- Quality Assurance
- Process Manufacturing
Use Cases
- Manufacturing System Automation
- Process Control & Optimization
- Predictive Maintenance
Services
- System Integration
- Training
- Software Design & Engineering Services
The Challenge
When it came to change management in its US-based electronic systems division, BAE faced a major challenge. Numerous physical locations, heterogenous work culture, and over 10,000 employees necessitated a streamlined solution for manufacturing execution. With such a large workforce across diverse locations and market sectors, BAE Systems quickly learned the importance of capturing the necessary engagement across functions within the project lifecycle, from the generation of requirements to scenario testing and gap identification to training and post go-live support.
About The Customer
BAE Systems, plc, a British multinational conglomerate, is one of the largest Aerospace & Defense (A&D) companies in the world—the product of a 1999 merger between British Aerospace (BAe) and Marconi Electronic Systems. One of the company’s numerous global subdivisions is its U.S. based electronic systems division, which manufactures components and systems for the U.S. defense sector as well as various commercial industries. Much like its parent organization, the BAE Systems electronics systems division has a legacy of several mergers and acquisitions, which resulted in a heterogeneous culture with numerous and disparate locations. With divisions and subdivisions all over the world, keeping their business running smoothly can be complicated.
The Solution
The company decided to move to a more gradual, incremental roll-out, starting with two smaller sites going live initially and followed by three remaining sites in the following six months. This phased approach allowed for a much greater real-time evaluation of the effectiveness of the project and flexibility for any necessary adjustments required. It also allowed extra people resources to be deployed in a concentrated fashion to devote to different phases of the project. The company set up a matrix of leaders covering functional areas across the project, including solution training, information training, supply chain integration, performance excellence, and especially—change management. By bringing in dedicated change management assistance, the company was able to gain a clearer view of the current and future-state organizational fabric and to better anticipate the impacts of project change on people and processes.
Operational Impact
Quantitative Benefit
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