Learjet Reaches New Heights with PBL Foundation
Learjet Reaches New Heights with PBL Foundation
Follow Bombardier Learjet’s rapid ascent to “world class” status in the highly competitive business aircraft manufacturing industry.
Take a Tour and see how Learjet leverages Process Based Leadership May 9 & 10
The Challenge
Learjet’s vision was to become the industry leader in customer experience, set new standards for health and safety, and reduce waste in every aspect of their operations. The question they faced was “How do we get there?”
After riding high in the late 90’s and reaching all time highs in 2000, Learjet faced a tough economy with a lot of uncertainty in a post-9/11 world. The years of 2002 and 2003 were especially challenging, with a wage freeze, plant shut down and the absorption of Completions work from their Tucson facility. In the 2006 Aviation International News Product Support Survey, a customer proclaimed “Gulfstream really shines. Bombardier should be ashamed of itself.”
To realize their vision Learjet needed to first understand their current state, so they could create a strategic transformation plan and achieve their stated vision. With assistance from Competitive Solutions, Inc. a comprehensive assessment was conducted.
The assessment revealed that without standard operating processes:
Senior management lacked an understanding of where the disconnect between leadership and employees was truly occurring
There was no structure or standards for communication. Team meetings were infrequent and random. Shift start-up meetings provided little meaning.
Metrics, to the extent they existed, were not consistently maintained, nor understood by the workforce. It was unclear who was responsible for gathering the data, producing the charts and posting the metrics.
The Solution
Based on the stated vision and the assessment findings, Learjet executed a long-term continuous improvement plan called the Learjet Strategic Transformation. With a focus on Safety, Quality, Productivity and Human Development, this Plan incorporates Six Sigma, TIP Projects, a balanced scorecard, Achieving Excellence and Process Based Leadership® (PBL) as the foundation. Continuous Improvement Manager, Doug Wood calls PBL “the foundation for our Learjet Strategic Transformation, establishing fundamental behaviors required of our teams in a Lean system.”
The Results
A transformation has occurred and people have noticed.
The transformation is aligned and supportive of the business priorities
Learjet is integrating and evolving every aspect of their business and the way they operate
The transformation applies simple Lean fundamentals across the entire organization for “improvement and lift”
The transformation allows Learjet to deliver predictable results to customers and stakeholders
Customer experience survey results reveal a whole new impression of Learjet. A Gallup poll states that Learjet owners are the most engaged and satisfied in all phases of their relationship, including Buyer Satisfaction, Customer Delivery and Customer Service. One customer’s CEO commented, “The way they present material to me is so professional and above board… They treat me like I’m part of their family.”
Measurable Improvements
Daily Communication Flow. Beginning with start-up meetings, critical information cascades upward four levels within the first 90 minutes of each day. All 2600+ employees are engaged and are able to answer these questions:
1. Did we get our work done safely?
2. Who needs help?
3. Did we get today’s work done today?
Corrective Actions are a part of Daily Operations. With a close eye on scorecards, metrics are reviewed routinely and corrective action plans are executed to keep everyone on the right course to achieve the mission.
Health & Safety is now “world class.” Overall safety has shown staggering improvements. In three short years, the number of annual safety incidents was reduced from 347 to only 34. Learjet are now safety leaders with a very low number of cases per 200,000 hours worked. Anything below a score of 0.5 is considered “world class” and Learjet now scores a 0.23. For two consecutive years, Learjet was the most improved organization within Bombardier Aerospace.
Employee Engagement Index increased to 77%. Over the same three-year period that saw dramatic safety achievements, Learjet recorded major increases in employee engagement as well. Prior to the transformation, their employee engagement Index was at 56%. A few years later they registered a 77% score.
