GKN Aerospace is the world’s leading multi-technology tier 1 aerospace supplier. With 38 manufacturing locations in 12 countries, they serve over 90% of the world’s aircraft and engine manufacturers.
A team of highly experienced chief manufacturing engineers (CMEs) that were historically subject matter experts, were to become responsible for setting up and delivering project portfolios that involved complex projects.
GKN required a bespoke professional development programme, to upskill the team providing both technical knowledge, and experience through application, enabling them to plan and deliver projects
The CMEs were located within the US, UK and the Netherlands. A hybrid delivery of virtual and face-to-face workshops would be required.
The programme had to be relevant and reflect the nature of the projects and programmes the CMEs would be responsible for.
Initial benchmarking and assessment of team was completed using Provek’s PMA Lite with a subsequent review of teams’ and individual’s strengths and development areas.
Four one-day training workshops were designed around the following key areas: Setting up a project for success; Planning for success; Executing a project; Soft skills.
Each workshop consisted of a morning dedicated to theory aligned to industry best practice. Each afternoon session focused on application, embedding the learning through a simulated project scenario that was directly relevant to the candidates participating.
An internal subject matter expert presented at each workshop, sharing their GKN-related experiences relating to topics being covered through the day, as well as to underline the importance of the subject.
Following each workshop, the CMEs were required to complete a learning assignment to evidence how they have applied the learning on their projects.
The programme immediately improved the CMEs awareness of critical elements of project management process, and highlighted key characteristics critical to project success.
The programme provided candidates with real life problems relevant to their day-to-day jobs.
Through the coordinated global delivery, the learning points and PM tool kits developed have brought about more integrated global working relationships. Through having GKN executive participation demonstrated the reality of expectations which underscores the need for sound project leadership within GKN.