Rolls-Royce Aerospace
Aerospace
www.rolls-royce.com
This project was delivered in partnership with a global leader in the design and manufacture of aerospace jet engines. It also involved partners and suppliers of their supply chain
Supply chains in the aerospace industry involve many globally dispersed companies working closely together to deliver complex products and services which are sometimes referred to as their extended enterprise. The supply chain will normally be lengthy and involve large powerful customers such as governments, military organizations and major airlines working with large first and second tier companies. In turn those large first and second tier organisations must also work with small and medium sized specialised suppliers. All companies, big or small, and wherever they are located in the world need to be integrated, have a shared vision and strategy, and be able to share information readily. The purpose being to deliver complex product service systems.
The current challenges to achieve this are many but one that is currently prevailing is the quest for digitalization of product information and processes used to deliver product-service systems. Namely the adoption of internet-of-things technologies to provide model based definitions of products (MBD) and minimum digital standards (MDS) for systems interoperability.
MBD is defined as a computer based definition of product with associated manufacturing information. It is one of the major components required to meet the minimum digital standards (MDS) set by the aerospace jet engine design-and-make company for their extended enterprise.
This project has used PrOH Modelling to construct a systems model to show the systemic success factors involved to increase digital maturity levels to meet and hopefully exceed minimum digital standards. Numerous managers were interviewed and their thoughts joined together in the given single strategic level PrOH Model. This model was presented to a wider set of stakeholders in workshops to help catalyse change towards greater digital maturity levels (unfortunately the model is not able to be shared here due it containing confidential information).
The benefits of this project revealed that even though this project was focused on digital technologies the factors preventing their successful deployment were largely social, commercial, legal and trust-based and to overcome these would require a concerted effort from all parties before technical issues could be fully addressed because many were related to interoperability of systems between different vertical levels within an individual organisation across the supply chain. This project helped to reach consensus on how external controls, internal trade-off, digital assessments tools, preferred supplier status, external stakeholders and non-technical issues may be able to transform a less digitalized supply change into a more digitally mature supply chain.
This is a very recent project and a series of workshops are being delivered.